Responsible Leadership

Steve Kempster is Professor and Director of Leadership Development at Lancaster University Management School. Prior to returning to Lancaster in September 2012, Steve was MBA Programmes Director at Birmingham University Business School and before that Associate Dean and Head of the University of Cumbria Business School. Steve had previously worked at Lancaster University Management School from 1992 – 2008 and during this period he was Module Director of the International Masters in Practising Management (IMPM), Director of the Leadership Centre, Director of the Northern Leadership Academy and Director of the Lancaster Full-time MBA. Steve is on the governing Board of the International Association of Leadership and the Committee of the Leadership and Leadership Development SIG of the British Academy of Management.Brigid Carroll is Associate Professor in the Department of Management and International Business and the Director of Research and a lead facilitator at the New Zealand Leadership Institute, both at the University of Auckland, New Zealand. Dr Carroll teaches organization theory, critical organization issues and leadership to undergraduates and postgraduates and designs, delivers and researches leadership to a range of sector and professional groups. Her research interests lie primarily with identity work, discourse and narrative theory, critical leadership theory and practice in contemporary organizations. Her work has been published in Organization Studies, Organization, Human Relations, Management Communication Quarterly and Leadership.

'This book offers a seminal contribution to demystify responsible leadership. It succeeds in taking the reader on a colourful journey of discovery, allowing one to gain insights from a rich pallet of diverse views and more importantly leaves one with the realisation that the responsible leadership journey has only started. If you want to participate on this journey, I suggest you make this book your starting point.' - Derick de Jongh, Professor, University of Pretoria, South Africa'From enticing start to compelling finish, this is a book of broad and profound intellectual power. The authors - all people who know what they are talking about - inspire us with romantic hope and caution us with sceptical realism. In between, they allow space for careful, thoughtful understanding of responsibility in contemporary leadership. I wholeheartedly recommend this book to anyone concerned with the predicaments of modern organising, activism and governance.' - Jonathan Gosling, Emeritus Professor, University of Exeter, UK'The action learning community and readership of this journal may feel validated and included through many of the chapters of the book and their messages concerning the collective nature of leadership, challenges of embracing the requirements of multiple stakeholders, setting ethical agendas, the importance of developing human capacity and the need to build trust. Other fundamentals of responsible leadership are about the need for reflection and critical thinking. For those interested in understanding responsible leadership and contention around it, this book is a must read.' - Dr Taposh Roy, Action Learning: Research and Practice

• 1. Introduction: Responsible leadership - realism and romanticism 2. Mapping the Terrain of Responsible Leadership: Something old, something new, something borrowed, something green 3. From Responsibility to Responsibilities: Towards a theory of co-responsible leadership 4. This Green Pastoral Landscape: Values, responsible leadership and the romantic imagination 5. Leadership Responsibility and Calling: The role of calling in a woman’s choice to lead 6. Responsible Leadership: A radical view 7. Responsible Leadership, Trust, and the Role of HRM 8. Promoting Responsibility, Purpose, and Romanticism in Business Schools 9. Developing Responsible Leadership through Discourse Ethics 10. Developing ‘Next Generation’ Globally Responsible Leadership: Gen Y perspectives on global responsibility, leadership, and integrity 11. Romanticism, Antimodernism, and a Pluralistic Perspective on Responsible Leadership