Business Executives' Perceptions of Responsible Leadership and Corporate Social Responsibility for Stakeholders' Health and Wellbeing

Introduction

Over the past decade, and especially after the scandals that occurred during the last economic recession starting in 2008, there has been a call for leaders to pay attention not only to maximization of profit but also to corporate social responsibility (CSR) (Miska et al., 2014). It is argued that responsible leadership (RL) can be an appropriate response to the diverse needs and challenges of a complex stakeholder society (Maak et al., 2006; Miska et al., 2014). Originating within the field of social relations and ethical theory, RL is an ethical and relational phenomenon that takes place within the social interaction process (Maak et al., 2006). RL is central to the stakeholder relation network and can mean playing a myriad of roles such as citizen, coach, and manager. It is considered to facilitate agreements among stakeholder demands through democratic negotiation and discourse (Maak et al., 2006; Voegtlin et al., 2012). Others suggest that RL also encompasses the ability to build and sustain good relations among all stakeholders through understanding, connection, acquisition, and protection (Laurence et al., 2015). According to some, RL differs from other traditional leaderships such as authentic leadership, ethical leadership, service leadership, and reformative leadership, because it focuses on the environment and society, sustainable and social value creation, and positive change for today’s and future generations (Pless et al., 2011; Macassa, 2019).

Responsible leadership is closely linked to CSR, the organization’s responsibility to promote ethical behaviour, environmental and social sustainability, good governance, long-term value creation, and the promotion of justice and fairness in stakeholder relations (Garavan et al., 2010). According to Mirvis et al., (2006) the way CSR is carried out in practical terms differs across business organizations, as it ranges from the elementary (basic legal compliance) to the transformative (a strong commitment to act for the benefit of wider society) (Mirvis et al., 2006). According to Esper et al., (2013) if organizations are to achieve the transformative level of CSR, this change must be led by responsible leaders, as they will be more likely to embed corporate values and practices into the organizational culture (Esper et al., 2013).

According to various authors (Maak et al., 2009; Pless et al., 2011), RL has its roots in stakeholder theory, which sees corporate leaders having a responsibility for a broader range of stakeholders as compared to the traditional and mainstream leadership theory. It is suggested that the stakeholders to whom responsible leaders should answer to include employees (internal stakeholders) and customers, people throughout the supply chain, governments, societies, and future generations (external stakeholders), all of whom are affected by the organization’s activities (Maak et al., 2006; Maak et al ., 2009; Pless et al., 2011). On a global scale, responsible leaders are expected to pursue changes that impact social justice in an international context and demonstrate cultural intelligence as well as understanding of global diversity and contextual realities (5).

From the public health perspective, very little debate has taken place on how RL, CSR policies, and interventions can affect the health of the population. RL and CSR can play a role in stakeholders’ health and wellbeing, and financial success can be created through an awareness of environmental, economic, and social issues both within the company and in society. In such a context, RL and CSR strategies within business organizations can help efforts to promote stakeholders’ health and wellbeing across different societies (Macassa, 2019). Health promotion measures extend beyond individual behaviour to a wide range of social, economic, and environmental efforts (Lucyk et al., 2017; Macassa, 2019).