Editorial

Editorial: Special collection on responsible leadership in emerging economies

Nicola Pless, Arnold Smit, Natasha Winkler-Titus

Received: 02 Apr. 2025; Accepted: 02 Apr. 2025; Published: 23 May 2025

Copyright: © 2025. The Author(s). Licensee: AOSIS.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

We look back on 25 years of research on responsible leadership. South Africa has played an important role in driving the topic, with the first international conference on responsible leadership being held in 2010 at the University of Pretoria in Johannesburg (Pless et al., 2011). Nine years later, the Academy of Management held a specialised conference on responsible leadership in Bled, Slovenia. Furthermore, in 2022, the Business School of Stellenbosch University hosted the Responsible Leadership Reimagined conference (De Klerk & Swart, 2023; Gosling, 2023; Pless, 2023). This special issue showcases some of the academic outcomes of this hybrid conference.

Responsible leadership research has soared over the past 10 years and entered corporate boardrooms (Pless & Wuffli, 2021), reflecting an ‘ongoing quest for responsible leadership in business’ (Maak & Pless, 2022). This is not only because of recurring corporate scandals and irresponsible behaviour (Coldwell et al., 2012; Maak et al., 2021), accelerating global warming (DeKlerk, 2024), and the coronavirus disease 2019 (COVID-19) (Osland et al., 2020), but it also reflects business leaders’ growing awareness and recognition that businesses have shared responsibility for resolving societal issues (Maak et al., 2020; Pless & Maak, 2022), a realisation that is closely linked to the discussion on ‘leading with purpose’ (Kempster et al., 2019).

Responsible leadership and its development (e.g. Maak et al., 2020) are topics that are relevant across industries, sectors, and countries and are thus of global relevance (Stahl et al., 2025; Voegtlin & Pless, 2023). They have been studied around the globe, including in countries such as China (e.g. Qu et al., 2024), Colombia (e.g. Castillo et al., 2022), India (e.g. Sengupta & Pless, 2024), Congo and Nicaragua (e.g. Mària & Lozano, 2010), Pakistan (e.g. Akhtar et al., 2023), Paraguay (e.g. Maak & Stoetter, 2012), and the United States (e.g. Varma, 2020), and across countries (e.g. Maak et al., 2021; Witt & Stahl, 2016) and industries ranging from accounting (e.g. Pless, 2011), apparel (e.g. Eisenbeiss et al., 2014), aviation (e.g. Özkan et al., 2024), cosmetics (e.g. Pless, 2011), extractive (e.g. Sengupta & Pless, 2024), health (e.g. Marques et al., 2023), tourism and hospitality (e.g. Luu, 2023; Yildiz et al., 2023) to social entrepreneurship (e.g. Pless & Appel, 2023). The first study in responsible leadership development was conducted on a leadership development programme that used an experiential learning design sending teams of PricewaterhouseCoopers (PwC) partners on service assignments with non-governmental organisations (NGOs), internal agencies and social enterprises taking place in numerous countries in Africa (e.g. Pless & Schneider, 2006, 2022). Pless and Borecká (2014) conducted a comparative analysis of international service-learning programmes across industries (accounting, pharma, and technology), suggesting that the purpose of a programme (leadership development, organisational development, or community development) can influence the learning outcomes of participants.

What is responsible leadership?

Responsible leadership is understood as a leadership approach that addresses responsibilities and accountabilities of business leaders vis-à-vis different stakeholders inside and outside the organisation and is driven by purpose and positive social impact (Kempster, 2022) and promotes a relational, inclusive, and caring approach in leader-stakeholder relationships (e.g. Maak & Pless, 2006, 2009).

The most widely used definition of responsible leadership (Qu et al., 2024) was introduced by Maak and Pless in 2006 and defines responsible leadership as a relational and ethical phenomenon, which occurs in social processes of interaction with those who affect or are affected by leadership and have a stake in the purpose and vision of the leadership relationship (Maak & Pless, 2006, p. 103). Since then, responsible leadership has been conceptualised as both a mindset and orientation (Pless, 2023; Pless & Maak, 2012) and as observable behaviours based on role theory (e.g. Voegtlin et al., 2020).

As a mindset, responsible leadership is defined as ‘an orientation or sense of obligation that forms the basis of actions of individuals in executive-level positions toward meeting the needs or interests of those groups who are deemed to constitute a firm’s salient stakeholder(s)’ (Javed et al., 2024, p. 8).

As a behavioural approach, it has been conceptualised based on role theory as a ‘roles model of responsible leadership’ (Maak & Pless, 2006). Maak and Pless distinguish between normative, value-based roles (citizen, steward, servant, and visionary) that signal to followers what is the ‘right thing to do and the right way to go’ and operational roles that enable leaders to put the purpose-driven direction into practice (e.g. architect, change agent) and to mobilise others through inspiring communication (storyteller), coaching (coach), and boundary spanning (networker).

Over the past 25+ years, the body of research on responsible leadership has steadily grown. Some researchers study responsible leadership from an individual-level perspective (e.g. Cameron, 2011; Freeman & Auster, 2011; Pless, 2007); others focus on roles and responsibilities (e.g. Castillo et al., 2020; Maak & Pless, 2006; Qu et al., 2024; Voegtlin et al., 2020); and lately, we also find a growing number of multi-level approaches – both conceptual (e.g. Doh & Quigley, 2014; Maak et al., 2016; Pless et al., 2012; Voegtlin et al., 2012) and empirical (e.g. Javed et al., 2020; Varma, 2020).

As mentioned earlier, we find studies on responsible leaders and leadership in different parts of the world: for example, Asia (e.g. Doh et al., 2011; Huang et al., 2020; Pingali, 2016; Witt & Stahl, 2016), Europe (e.g. Antunes & Franco, 2016; Lämsä & Keränen, 2020; Pless, 2007), North America (e.g. Varma, 2020), and South America (Castillo et al., 2020; Maak & Stoetter, 2012). However, very few articles have a focus on Africa (e.g. Coldwell et al., 2012; Mària & Lozano, 2010; Maritz et al., 2011).

Several review articles have systematically documented the knowledge development in this academic growth area and provide an overview and deep insights into the field (e.g. De Klerk & Jooste, 2023; Greige & Khayr, 2017; Hincapie & Sánchez, 2022; Javed et al., 2024; MacTaggart & Lynham, 2018; Marques et al., 2018; Miska & Mendenhall, 2018; Tan, 2023). However, apart from the review of Hincapie and Sánchez (2022), which addresses the cultural context of responsible leadership, and the review by MacTaggart and Lynham that reminds us about the first conference on responsible leadership at the University of Pretoria, none of the review articles has explicitly addressed the African context. This means that despite the great examples of responsible leadership on the continent – think Nelson Mandela, Desmond Tutu, Thuli Madonsela, Imtiaz Sooliman, and Bobby Godsell – there is still a lack of knowledge about responsible leadership in Africa.

It is this shortage of research on responsible leadership in Africa that has inspired the conference and the launch of this special issue in the South African Journal of Business Management. With these contributions, we hope to foster a dialogue that helps to shape the understanding of the kind of responsible leadership needed to create a better and more sustainable future for South Africa and the continent.

Special collection articles

As Waldman and Galvin (2008) had stressed, responsible leadership is not the same in the mind of all. It differs depending on individual opinion, industry mindset, ownership structure, history, and country culture. This special collection has brought together research that builds on and further develops the research domain of responsible leadership for the African continent. The contributions show a broad spectrum of perspectives, ranging from deep philosophical contributions to the practical questions of how to develop accounting students to become responsible leaders. They tackle responsible leadership at different levels, ranging from self and teams to communities and broader society, and work with the multifaceted roles of responsible leaders, comprising normative, relational, and operational ones.

All selected articles share the understanding that responsible leadership transcends instrumental motifs, is inclusive and other-regarding in approach, and stresses the importance of citizenship and relationality. Instead of understanding leadership as an initiative and individualistic endeavour, authors tap into the relational ontology of responsible leadership that forms its basis (Maak & Pless, 2006) and examine core relational processes (leaders embedded ‘in relationships and communities within generations over time’) and their ethical fundamentals, such as mutual recognition (‘I am because you are’ [Toendepi & Cele, 2024]) that occur in inclusive and transformational conversations.

All four articles share several key commonalities that contribute to the overall theme of responsible leadership. These commonalities are discussed hereunder:

A focus on responsible leadership

Each article centres around the concept of responsible leadership, with an emphasis on its ethical, relational, and accountability aspects. Authors in this special collection explore how responsible leadership can be understood, enacted, and applied in different contexts, whether through philosophical frameworks, public sector settings, or professional education.

Cultural and contextual relevance

The articles recognise the importance of context in shaping leadership practices. For instance, the two articles focussing on ubuntu (Sachikonye & Ramlogan, 2024; Toendepi & Cele, 2024) emphasise the cultural and communal dimensions of responsible leadership in African contexts, underscoring the relevance of local philosophical and societal norms. Similarly, Jonck’s article applies responsible leadership within the specific context of the South African public sector, while Basson and Steenkamp tailor their approach to the education of accounting students, acknowledging the distinct challenges and responsibilities in these settings.

Stakeholder orientation

All four articles emphasise the importance of stakeholders in responsible leadership – whether through the lens of community and societal impact (Sachikonye & Ramlogan, 2024; Toendepi & Cele, 2024) or through more institutional contexts such as public administration (Jonck) and professional education (Basson & Steenkamp, 2024). The articles highlight how leaders must consider the needs, expectations, and interests of various stakeholders in their decision-making and actions.

Ethical and humanistic leadership

Each article stresses the ethical nature of responsible leadership. The articles underscore that responsible leaders are those who act in a manner that is fair, accountable, and committed to the well-being of others, whether in community settings, organisational environments, or professional practices. This humanistic focus, particularly in the articles drawing from ubuntu, illustrates leadership as an act of service, solidarity, and ethical responsibility.

Community and collective effort

There is a strong emphasis on the collective nature of responsible leadership. The authors consistently highlight that responsible leadership is not an individual endeavour but a collective one where leaders engage with and serve their communities or teams. This collective focus is particularly evident in the discussion of ubuntu, where leadership is considered deeply connected to community welfare and shared responsibility.

Transformative leadership

Each article discusses how responsible leadership can lead to transformation, whether it is through societal reconciliation (Sachikonye & Ramlogan), social innovation (Basson & Steenkamp, 2024), governance reforms (Jonck), or socio-economic transformation (Toendepi & Cele, 2024). The idea of leadership as a transformative force that brings about positive change is a shared thread across all articles.

In essence, while each article focuses on different aspects or contexts of responsible leadership, they all share an emphasis on ethics, community, stakeholder engagement, and the transformative potential of leadership. These common themes help build a comprehensive understanding of responsible leadership that is adaptable across different settings and cultures.

Summaries of special collection articles

The four selected articles for this special edition address distinct but interrelated aspects of responsible leadership, exploring its application and implications in various cultural, organisational, and professional contexts. The four articles explicitly contribute to the following topics recommended in the initial call for articles: (1) responsible leadership and African leadership philosophy, (2) how the scope of a leader’s responsibility and accountability may be influenced by the cultural and/or situational context, (3) the stakeholder expectations of responsible leaders, and (4) the responsibility challenges, paradoxes, and dilemmas that leaders are facing.

The sequence of the articles as they appear in the special collection is not accidental. Two of our selected articles are prominently rooted in African philosophy, specifically ubuntu. Taking ubuntu as their vantage point, the authors of these two articles (Sachikonye & Ramlogan, 2024; Toendepi & Cele, 2024) work their way towards the other topics while touching on responsible leadership implications as they go. The authors of the other two articles explore specific applications, namely public sector leadership (Jonck, 2024) and the education of accounting students (Basson & Steenkamp, 2024).

The following summaries highlight the unique contributions of each article, outlining how they enrich the broader narrative of responsible leadership, particularly in African contexts, public sector leadership, and professional education.

Contribution by Sachikonye and Ramlogan

Ubuntu, a widely shared African philosophy, serves as the foundation for this article’s exploration of responsible leadership in African settings. The authors provide a meta-theory of ubuntu that positions it as a unique ethical standard for responsible leadership, one that transcends stakeholder relationships to embed leadership within communal and environmental contexts. The article’s novel contribution is the articulation of responsible leadership as an expression of citizenship, rooted in relationships, reciprocity, and solidarity. Unlike traditional approaches to responsible leadership, which often focus on managing relationships, the authors argue that ubuntu requires leaders to become ‘relationholders’ who prioritise community welfare and environmental sustainability. This article expands responsible leadership theory by introducing a communal and relational framework that challenges individualistic leadership models and advocates for transformative, reconciliatory actions aimed at restoring harmony within society.

Contribution by Toendepi and Cele

This article builds on the previous work of Sachikonye and Ramlogan by further emphasising the role of ubuntu in responsible leadership, focussing on its collective and relational dimensions. Toendepi and Cele advance an Afrocentric perspective that underscores the importance of community, collective wisdom, and humanism in responsible leadership. The authors propose that responsible leadership in African contexts should be guided by respect, accountability, and a commitment to advancing collective community interests rather than individual gain. Their contribution to responsible leadership theory lies in articulating a leadership approach that places the welfare of the community at the centre, promoting inclusive decision-making processes, and enhancing shared visions. The article emphasises that responsible leadership, from an Afrocentric viewpoint, is not only about individual leaders but is a collective effort where leaders serve the community and advance group interests through consensus and collaboration.

Contribution by Jonck

Jonck’s article applies responsible leadership theory specifically to the public sector, offering a unique interpretation within the South African context. Using the National Development Plan (NDP) as a case study, the article highlights how responsible leadership can guide public sector leaders in implementing sustainable development goals while managing stakeholder relations. The contribution of this article is its development of a revised conceptual framework for public sector leadership, where leaders are envisioned as visionaries, servants, enablers, and change agents. This sector-specific approach to responsible leadership focusses on the complex interplay of internal and external stakeholders, suggesting that public sector leaders must navigate these relationships to fulfil their roles effectively. The article provides valuable insights into how responsible leadership theory can be adapted and implemented within governmental structures, advocating for a leadership model that balances ethical, relational, and operational responsibilities to achieve public sector goals.

Contribution by Basson and Steenkamp

Basson and Steenkamp’s article addresses the role of education in developing responsible leaders, specifically within the accounting profession. The authors explore how accounting students can be equipped with responsible leadership competencies through exposure to social innovation workshops. The article’s contribution is its empirical investigation into how experiential learning methods, such as the social innovation workshop, can activate citizenship competencies and foster a sense of social responsibility among future accountants. By connecting responsible leadership theory with the ethical expectations of the accounting profession, the authors highlight the need for accounting educators to incorporate values of citizenship, ethical decision-making, and societal impact into their curricula. This article extends responsible leadership theory into professional education, offering practical insights on how to cultivate responsible leadership values in students who will one day influence the ethical practices of business and finance.

Conclusions

The four contributions of this special collection collectively enrich the discourse on responsible leadership by offering diverse perspectives and applications across cultural, organisational, and professional domains. The integration of ubuntu philosophy in the first two articles provides a fresh approach to responsible leadership in African contexts, emphasising community, relationality, and collective welfare. Jonck’s article contributes a public sector perspective, adapting responsible leadership theory to governmental structures, while Basson and Steenkamp bring an educational focus, illustrating how responsible leadership principles can be cultivated in future professionals. Together, these articles underscore the importance of cultural context, stakeholder engagement, and ethical responsibility in shaping responsible leadership across sectors and professions in Africa and beyond.

References