Leadership practices for corporate global responsibility

• Published in: Journal of global responsibility 2010-10, Vol.1 (2), p.225-249
• Main Authors: D'Amato, Alessia, Eckert, Regina, Ireland, John, Quinn, Laura, Van Velsor, Ellen
• Format: Article
• Language: English
• Subjects: Behavior; Business schools; Capacity Building; Competence; Corporate culture; Corporate responsibility; Cultural Awareness; Decision making; Empowerment; Evaluative Thinking; International relations; Leaders; Leadership; Leadership Effectiveness; Leadership Responsibility; Leadership Styles; Leadership Training; Multinational companies; Network Analysis; Organizational Culture; Organizations; Personnel development; Role modelling; Social responsibility; Sustainability; Sustainable Development
• ISSN: 2041-2568; 2041-2576
• DOI: 10.1108/20412561011079371

Purpose - The move of organizations towards corporate global responsibility (CGR) is often a major change process that requires leadership throughout the organization. Despite an array of studies on managerial competencies in this area, previous research on leadership for CGR has not studied the actual leadership practices that are employed in a company's journey to CGR. The paper aims to fill this gap and to show how leadership for CGR is enacted by individuals and organizations that are highly successful CGR leaders.Design methodology approach - The paper uses a comparative case-study approach of five multinational companies that are recognized as industry leaders for CGR. A total of 54 semi-structured interviews with senior managers were complemented by ten focus groups and an examination of company reports, value charters and mission statements. Interviews as the main source of information were double-coded in a three-step process with the goal of knowledge development.Findings - The paper identifies eight interrelated categories of leadership practices for global responsibility: developing CGR vision, strategy, and goals; integrating CGR into business decisions and operations; top management role modeling of CGR; engaging across boundaries; employee development and empowerment; systematic communication about CGR; developing accountability for CGR; and visible integrity in management behavior and decision making.Practical implications - The findings suggest that focusing on these leadership practices helps organizations build a strong leadership culture that is supportive of CGR.Originality value - The examination of actual leadership practices on multiple levels complements the existing knowledge on individual management competencies that are useful for driving CGR in organizations.