I will recommend you " The twenty-one irrefutables laws of leadership". This a great book written by John C.Maxwell. Every year,he adresses 250.000 people and influences the life of more than a million individuals bythe means of seminars,books and cassettes. This is a french book.

Of course there is such connection! The incompetent leader, even if s/he is just an imported outsider who is ignorant of local knowledge, if s/he he have no enough referred expertise s/he may prefer to conceal it by avoiding vulnerable involvement and then s/he is bound to various irresponsible subterfuges to conceal ignorance. I recommend my attached publications and the 4 chapters of my book in the writing. I'll be gald to hear if these are helpful.

Dr. Reuven Shapira  [email protected] 

For my health management teaching, I use the Case study on Aravind Eye Hospital by V. Kasturi Rangan. This was published in HBR  during 1993. It talks about the Responsible Leadership style followed by the founder of the hospital. 

This is my humble opinion in identifying & measuring the performance of responsible leadership by way of example. In country (X), the leader (Y) claims that the duty extends over all sectors (e.g. economy, commerce, industry, agriculture, tourism...etc.). Assume that the country was hit by an unexpected snow & drop of temperature. A simple farmer, who has chickens farm, is placing a spare electric motor which switches on when the municipality electricity is cut off. During the last hours of the night, the electricity went off but the motor did not work. Next morning, the farmer found 10,000 chickens dead. Now, there are questions about (Y) to see if there is responsibility or irresponsibility & how much is there: 1) Does the leader have a budget item for unpredictable natural disasters & how much money is deposited there? 2) Has the leader sent a team ,at once, to evaluate the degree of loss at the spot? 3) Has the leader educated the farmers about the process of reporting damages to a specified department ? 4) Will the farmer get complete or partial compensation for the loss ? 5) Will the leader act as if nothing occurred? 6) Will the leader send a team to express sadness & sorrow and then tell the farmer that the government can do nothing to help? ... These are just few questions which ought to be asked to pinpoint "responsibility in leadership" otherwise, leadership will be just a targeted post for personal glory.  

you can see this article. tq

In some recent research it's my colleague Ann Cunliffe, we argue that a capacity for responsible management (and leadership) is related to reflexive practices. That is, critical and self-awareness are strongly connected with the development of responsibility.  I have attached our paper.

But I also recommend that you look at work on authentic leadership - writing in this area ofree has a strong focus on moral development, and so is likely to be useful. One good recent paper in this area - as a starting point - is:

Algera, M. & Lips-Wiersma, M. (2012). radical authentic leadership: Co-creating the conditions under which all members of the organization can be authentic. Leadership Quarterly, 10, 118-131.

Article Responsible Management: Engaging Moral Reflexive Practice Th...

In terms of human development and in the interpretation of the management and administration of the talent leadership necessarily has to be responsible, since the behavior of the person who exercises leadership will need to be ethical.

the leadership-follower relations module uses the transformational leadership approach to explore accountability and the responsibility of leaders not only.

http://virtual.funlam.edu.co/repositorio/sites/default/files/repositorioarchivos/2010/03/Liderazgotransformacionalunretoporasumirycontrol.373.pdf

Leadership is about strategic management, discretionary decision-making and

policy development.

http://onlinelibrary.wiley.com/doi/10.1111/j.1465-3435.2008.00363.x/full

Hi Katarzyna,

I complement you for the topic you are planning to choose for your research which is indeed very challenging, relevant and timely. Perhaps the following studies may help you a bit in your research agenda:

Boam, R. and Sparrow, P. (1992), Designing and Achieving Competency: A Competency based approach to Developing People and Organisations, The McGraw-Hill Training Series, New York, NY.

Boyatzis, R.E., (2008), “Competencies in the 21st century”, Journal of Management Development, Vol. 27, No. 1, pp. 5-12.

Horton Sylvia (2000), “Competency Management in the British civil service”, The International Journal of Public Sector Management, Vol. 13, No. 4, pp. 354-368.

Koman E.S. and Wolff S.B. (2008), “Emotional intelligence competencies in the team and team leader a multi- level examination of the impact of emotional intelligence on team performance”, Journal of Management Development, Vol. 27, No.1, pp. 55-75.

Lala, R.M. (1986), In search of leadership, Vision books, New Delhi.

Luthans, F. (1998), “Successful vs. effective real managers”, Academy of Management Executive, Vol. 10, No. 2, pp. 127-132.

New, George E. (2008). “Reflections A three-tier model of organizational competencies”, Journal of Managerial Psychology, Vol. 11, No. 8, pp. 44-51.

Pandit, Srinivas (2001), Thought leaders, Tata McGraw-Hill, New Delhi.

Qiao Xuejun June and Wang Wei (2009), “Managerial competencies for middle managers: some empirical findings from China”, Journal of European Industrial Training, Vol. 33, No. 1, pp. 69-80.

Ram Charan (2007), Know -How: The eight skills that separate people who perform from those who don’t, Crown Business, New York.

Ramo, L., Saris, W. and Boyatzis R., (2009). “The impact of social and emotional competencies on effectiveness of Spanish executives”, Journal of Management Development, Vol. 28, No. 9, pp. 771-93.

Rao, T.V. (2007), “Global leadership and managerial competencies of Indian managers” W.P.No. 2007-06-05, Research and Publications, IIMA, India.

Robinson, Mark, Sparrow, Paul, Clegg, Chris and Birdi, Kamal (2007). “Forecasting future competency requirements: a three-phase methodology”, Personal Review, Vol. 36, No. 1, pp. 65-90.

Tovey Laura (1993). “Competency assessment a strategic approach- part I”, Executive Development, Vol. 6, No. 5, pp. 29-32.

Tovey Laura (1994). “Competency assessment a strategic approach- part II”, Executive Development, Vol. 7, No. 1, pp. 16-19.

Young, Mike and Dulewics, Victor (2009), “A study into leadership and management competencies predicting superior performance in the British Royal Navy”, Journal of Management Development, Vol. 28, No. 9, pp. 794-820.

There are special measures for the leaders, but in Iraq they are chosen according to patronage and nepotism and belonging to the parties, causing a decline in all areas of life

I would like to define responsible leadership is about "Lead with responsibility of actions for any consequences out of leaded action or action (s)". Friend will ask me, if this is the definitions then what are criteria (parameters) of measurement of responsible leadership. The I would explain from psycho-behavioural perspective, his attitude toward actions, his attitude for development, members, visions, affirmation, Self acceptance, courage to accept the consequences like many more..... Katarzyna Szczepańska-Woszczyna, we will interact later on, if you send to me your concept note on responsible leadership beahviour, then we can explore from the point of some established literature from the ancient leaders.

Your may contact me at [email protected].