Importance and Role of Responsible Leadership in Competitive Business Environment

This report emphasizes the importance and role of responsible leadership in the creation of positive organizational culture. It covers the interview of responsible leader at Hyatt and analyses the responsibilities of responsible leadership, ways to manage workplace conflicts, responsible leadership concepts in an organization, ways to encourage team members towards responsible leadership, measurement of group execution, and the likeness between being a group head and a mentor.

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Responsible Leadership
Student’s Name
9/18/2019

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Executive Summary
Responsible leadership emphasize on undertaking ethical decisions that allows attracting the
interest of the stakeholders and effectively contributing towards the environment and the
community. It allows the leader to develop positive organization culture where all the
employees mutually respect and focuses on ethical conduct. It will help in reducing the
managerial malpractices and corporate scandals. It incubates the culture where the leader
shares the value and develops long term vision for company. The report will cover the
interview of responsible leader at Hyatt and will analyse the importance and the role of
responsible leadership in competitive business environment.

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Contents
1.0. Introduction.........................................................................................................................3
2.0. Interview Overview.............................................................................................................3
3.0. Analysis of Interview..........................................................................................................4
3.1. Responsibilities of responsible leadership.......................................................................4
3.2. Ways to manage workplace conflicts..............................................................................5
3.3. Responsible leadership concepts in an organization.......................................................6
3.4. Ways to encourage team members towards responsible leadership................................6
3.5. Measurement of group execution....................................................................................7
3.6. Likenesses between being a group head and a mentor....................................................8
4.0. Conclusion...........................................................................................................................9
4.1. Importance of responsible leadership..............................................................................9
4.2. Application of responsible leadership.............................................................................9
5.0. Recommendations...............................................................................................................9
6.0. References.........................................................................................................................11

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1.0. Introduction
Due to complexities in the business environment, it becomes imperative for
organizations to take constructive decisions and sustain the competitive advantage of the
organization. In order to make sustainable decisions, the term responsible leadership plays a
major role. It allows the leader to make sustainable decisions that are in favour of all the
stakeholders and allows the organization to attain higher profitability (Waldman, Siegel, &
Stahl, 2019).
It is analysed that 62% of the millennials value ethics over salary and prefers to work
in the organization that focuses on positive impact. This, in turn, increases the role of
responsible leadership by undertaking ethical decisions and being responsible towards the
community the company serves. Implementing responsible leadership will allow the
organization to maintain and grow the consumer base and creating the positive working
environment where the employees have the right knowledge and skills and are highly
committed towards corporate social responsibility (Waldman, Siegel, & Stahl, 2019).
The additional paragraphs of the report will provide insight into the interview
conducted with the leader of Hyatt and will cover the analysis of the interview. It will also
highlight the recommendations for improving the organizational culture through responsible
leadership.
2.0. Interview Overview
In response to the need of responsible leadership, I conducted a face-to-face interview
with the leader of Hyatt to analyse the responsibilities of responsible leadership and the way
the leader uses it to manage the conflicts with colleagues and create a positive working

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environment. The interview was conducted to analyse the role of responsible leadership in
encouraging the team members and the concepts that the responsible leader applies in its
organization for creating positive organizational culture. I asked the leader about the
likeliness of performing this role and the measurements the leader use in analysing the group
execution. The interview involved two-way communication and the data was collected
through observations and analysis. The main objective of the interview is to highlight the role
of the leader in the conduct of responsible business.
3.0. Analysis of Interview
The interview conducted was very informative and provided a deep insight into the
role of responsible leadership in the creation of positive organizational culture. It emphasized
the ethical conduct of the business activities and involved in attracting and retaining the best
personnel that helps the hotel to deliver maximum satisfaction to the customers.
3.1. Responsibilities of responsible leadership
Through the interview, I analysed that the main role of the responsible leader is to
uncover mutually beneficial solutions for all the stakeholders. The leader encourages the
ethical conduct at the organization and stresses upon collective problem solving to bring a
positive change in the organization. It was recorded that the main function of a responsible
leader is to undertake sustainable decisions for the hotel that will benefit the employees,
customers and other stakeholders (Maak, Pless & Voegtlin, 2016).
The responsible leader performs the role of making informed ethical judgements after
analysing the rules and the regulation that lies in the global business environment. It
performs the main role in preventing the unethical conduct at the business and to stand where
the rules and the regulation are flawed. The responsible leader inspires the workforce to

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conduct the business ethically and embrace positive change in the organization. They focus
on retaining the interest of all the stakeholders through ethical conduct of business (Miska &
Mendenhall, 2018).
After conducting the interview, I analysed that the main role of the leader at Hyatt is
to make ethical decisions regarding conducting of activities that deliver maximum
satisfaction to customers and also focuses on maintaining the interest of employees. The
leader ensures that the conduct of the activities does not harm the community and the
environment in which the hotel operates.
3.2. Ways to manage workplace conflicts
It was analysed that the leader at Hyatt manages the workplace conflict by providing
coaching to the employees under which it analyses the conflict style of the leader and
constructively listens to the issues faced by the employees. It converts the disputes into the
opportunity by developing a win-win situation and deriving favourable outcomes for all the
parties involved in the dispute (Voegtlin, 2016).
It is analysed that the responsible leader does not create false harmony by ignoring
tensions. They focus on the ethical conduct and specify the right actions for resolving the
problems and promote collective action towards ethical conduct of business. It does not
ignore the tensions of the employees and shares the transparent information. It actively listens
to all the parties involved and takes the ethical judgements that are free from biases and
misconduct (Voegtlin, 2016).
The responsible leader aids the employees in reaching their full potential by creative
positive organization culture and providing the opportunity to be open heart and designs the

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right time frame. This aids in guiding the actions of employees and resolving workplace
conflicts (Carroll, 2016).
3.3. Responsible leadership concepts in an organization
The leader at Hyatt states that the hotel is highly committed towards its people,
community and planet. It has aligned the concept of responsible leadership and protects
human rights. The leader analyses the challenges faced by the investors, guests, colleagues
and community. They are highly responsible for youth employment, human rights and carbon
emissions. They drive the culture of collaboration and promote the well-being of employees
and develop mutual respect for all. It embraces diversity and helps the employees in reaching
their potentials (Carroll, 2016).
It is recorded that the leader focuses on serving the community and protecting human
rights. The leader ensures responsible sourcing and protects the planet by adding the concept
of social responsibility.
The responsible leader puts the concept of social responsibility along with leadership
to increase customer satisfaction and develop a positive working environment where all the
members are mutually respected. The responsible leader encourages the employees and the
members to actively respond to the changing business trends by being committed towards the
environment and ethical conduct at the workplace. The leader expressed the growth of the
business in the interview through the adoption of responsible leadership and being actively
responsive to the community and environment (Woodrow & Guest, 2017).
3.4. Ways to encourage team members towards responsible leadership
In order to encourage the workforce towards the responsible leadership, the leader
focused on encouraging the employees to be responsible for their actions by effectively

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designing their roles and responsibilities and controls the actions by ensuring positive
conduct and raising the confidence of employees (Hopkins & Yonker, 2015).
The leader actively encourages the employees by praising them for their responsible
behaviour and authentic conduct. He focuses on providing fair feedback and encouraging
them to improve their flaws by designing effective rewards for their performance and
conduct. This, in turn, will help in motivating the employees and making them more
responsible towards the environment and community (Hibbert & Cunliffe, 2015).
The leader focuses on re-engaging the employees and aligning their values and
knowledge towards the goals of the organization. The responsible leader focuses on job
crafting and utilising the strengths of the employees to create a higher level of satisfaction.
The responsible leader does not impose fear on employees and delegates more responsibility
by trusting them and showing respect. This, in turn, encourages the employees to be
responsible for their actions and conduct business activities in a responsible manner. The
leader encourages their employees by setting a positive example and involving them in a
higher level of decision making (Hopkins & Yonker, 2015).
3.5. Measurement of group execution
The leader at Hyatt measures the execution of the group through analysing the regular
reviews of the clients and the feedback received from the customers. The leader analyses the
stability in the production and measures the improvement in the performance of the
employees. It is derived through the quality of work and the ethical behaviour conducted by
the members of the group. The leader analyses the behaviours of members and their attitude
towards the diverse team and for the company (Hakimian, Farid & Ismail, 2017).

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The leader analyses the relation of the members with its peers and the responsiveness
of the employees towards the feedback. It also focuses on analysing the degree of
responsiveness taken by the members. The employees take ownership of their task and
conduct the business activities responsibly. It is also measured in the way the members are
committed towards the organization goals and the community (Verissimo & Lacerda, 2015).
3.6. Likenesses between being a group head and a mentor
In an ongoing interview with the leader, he reflected that being a leader and mentor
provides a sense of fulfilment. He reflected that I am able to guide the actions of the
employees and develops trust by maintaining transparency with the employees. I liked being
the mentor for the employees and share my experience that helps them in altering their
actions and advance their skills and knowledge. This turns into a positive feeling and a sense
of satisfaction from one ownself (Lancer, Clutterbuck & Megginson, 2016).
I feel encouraged to motivate the employees and possess the ability to inspire
employees for the ethical conduct of the business. It develops a feeling that I am highly
responsible towards the environment and the society and fulfils the duty of responsible
leader. Such perceptions of the leader reflect the likeliness in performing the role of mentor
and group head (Lancer, Clutterbuck & Megginson, 2016).
Apart from the positive impact of being a responsible leader, the implementation of
this theory is difficult because every person has a different meaning for ethical conduct.
However, it becomes difficult to analyse the right and wrong. Implementation of this theory
is a costly affair because it requires developing compliance programmes in response to the
vision and missions of organization and requires continuous updating in the policies. It
becomes difficult for the leader to maintain the consistency levels of the employees and

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ensuring that all the members lie on the same page. However the scope of application of
responsible leadership is limited (Fernando, 2016).
4.0. Conclusion
4.1. Importance of responsible leadership
From the above discussion, it is critical to note that the increasing managerial
misconduct and corporate scandals have developed the merging need to incorporate
responsible leadership style at the workplace. It allows inspiring the employees towards
ethical conduct and collective problem-solving. From the interview of a responsible leader at
Hyatt, it is analysed that application of this leadership style will allow enhancing the
reputation of the company and maintaining the interest of all the stakeholders.
4.2. Application of responsible leadership
The responsible leader possesses the traits and the skills that help in increasing the
long term sustainability of the business by serving the community and the entire environment.
Application of responsible leadership allows attracting the millennials and stakeholders for
attaining higher profitability in business and enhancing the corporate reputation. It is
analysed that using this leadership style will reduce the managerial malpractices and will
incubate the feeling of ethical behaviour towards the organization and the community.
5.0. Recommendations
For effective application of the responsible leadership theory, it is recommended that
the leader must consider conflict as a part of the organization and must make the continuous
evaluation of its attitude towards the employees and other stakeholders for retaining their

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interest and trust on a company. They must focus on taking the risk and think out of the box
to design innovative solutions that help to deliver a personalised experience at Hyatt (Bean,
Harlow & Forneris, 2017).
To inspire the workforce towards the ethical conduct the leader must focus on being
proactive and making continuous efforts towards updating the policies according to changing
environmental trends. The leader must be committed towards ethical conduct and must
inspire the employees by mentoring them and driving their efforts towards contribution
towards environment and society. The leader must share the transparent information with the
employees and stakeholders and must listen to them to provide the sense of ownership and
maintain the interest of all the stakeholders (Bean, Harlow & Forneris, 2017).

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6.0. References
Bean, C., Harlow, M., & Forneris, T. (2017). Examining the importance of supporting
youth’s basic needs in one youth leadership programme: a case study exploring
programme quality. International Journal of Adolescence and Youth, 22(2), 195-209.
Carroll, B. (2016). From responsibility to responsibilities. In Responsible Leadership (Vol.
40, No. 57, pp. 40-57). ROUTLEDGE in association with GSE Research.
Carroll, B. (2016). From responsibility to responsibilities: towards a theory of co-responsible
leadership. In Responsible Leadership (pp. 58-76). Routledge.
Fernando, M. (2016). The Future for Responsible Leadership. In Leading Responsibly in the
Asian Century (pp. 177-190). Springer, Cham.
Hakimian, F., Farid, H., & Ismail, M. N. (2017). Corporate Social Responsibility and
Leadership Style. In CSR, Sustainability, and Leadership (pp. 140-158). Routledge.
Hibbert, P., & Cunliffe, A. (2015). Responsible management: Engaging moral reflexive
practice through threshold concepts. Journal of business ethics, 127(1), 177-188.
Hopkins, M. M., & Yonker, R. D. (2015). Managing conflict with emotional intelligence:
Abilities that make a difference. Journal of Management Development, 34(2), 226-
244.
Lancer, N., Clutterbuck, D., & Megginson, D. (2016). Techniques for coaching and
mentoring. Routledge.

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Maak, T., Pless, N. M., & Voegtlin, C. (2016). Business statesman or shareholder advocate?
CEO responsible leadership styles and the micro‐foundations of political
CSR. Journal of Management Studies, 53(3), 463-493.
Miska, C., & Mendenhall, M. E. (2018). Responsible leadership: A mapping of extant
research and future directions. Journal of Business Ethics, 148(1), 117-134.
Veríssimo, J. M., & Lacerda, T. M. (2015). Does integrity matter for CSR practice in
organizations? The mediating role of transformational leadership. Business Ethics: A
European Review, 24(1), 34-51.
Voegtlin, C. (2016). What does it mean to be responsible? Addressing the missing
responsibility dimension in ethical leadership research. Leadership, 12(5), 581-608.
Waldman, D. A., Siegel, D. S., & Stahl, G. K. (2019). Defining the socially responsible
leader: Revisiting issues in responsible leadership. Journal of Leadership &
Organizational Studies, 1548051819872201.
Woodrow, C., & Guest, D. E. (2017). Leadership and approaches to the management of
workplace bullying. European Journal of Work and Organizational Psychology, 26(2), 221-
233.