A dynamic model of responsible leadership roles in hybrid organizations

Purpose Responsible leadership (RL) is an approach that enables companies to consider stakeholder interconnectedness more extensively when addressing significant social and environmental challenges. This theoretical concept remains ambiguous and has received scant empirical attention. This article aims to better understand the practice of RL through the experience of hybrid organization leaders by answering two questions: (1) who are the most significant stakeholders from the standpoint of responsible leaders? and (2) How do these leaders describe their role vis-a-vis these stakeholders? Design/methodology/approach Semi-structured interviews with 12 leaders of B Corp-certified companies in Quebec were conducted to trace each company’s lifecycle, to identify their main stakeholders over time and to identify the behaviors that CEOs adopted toward these stakeholders. In light of the experience described by the B Corp CEOs, existing theoretical models are contrasted with practice. Findings The discussion suggests that the main stakeholders targeted by the CEO behaviors identified are employees, customers and the community. Seven main RL behaviors are highlighted. We propose a new conceptual model that connects these different RL roles along two complementary axes: structuring and facilitating roles. Originality/value A new dynamic model representing these interrelated roles is proposed. This model contributes to a better definition of responsible leadership within companies committed to sustainable development. It also serves as a frame of reference to help their leaders, and those who train them, to identify behaviors to develop.