Responsible leadership in Lebanon and its exploratory study -

Abstract

CSR is a term that has gained more and more attention in the past decade, heightening the interest of scholars and managers in understanding the role corporations and leaders need to play towards societies. Its continuous debatable definition encompasses a list of several concepts, including but not limited to resource efficiency, response to pre-empt regulations, sustainable economic development, meeting public expectations and working with employees and their families (Jamali and Mirshak, 2007; Hargett and Williams, 2009). However, because corporations are operating in a context that is usually governed by rules and regulations, then regardless of the various definitions scholars have been attributing to CSR, there is a broad consensus that a socially responsible activity cannot be effectively implemented without the direct influence of leaders (Siegel, 2014). This aim of this research is to create a better understanding of the term socially responsible leadership and to help Human Resource Managers identify key competencies and skills in their search for responsible leaders capable of successfully conducting CSR activities in a context known for its lack of procedures and processes that govern CSR. An interpretive methodological approach is adopted with several interviews conducted with individuals already identified as icons of CSR in Lebanon. The study offers recommendations for developing a framework; identifying the main competencies required for any responsible leader willing to successfully embrace CSR applications in Lebanon.