RL Practices identified in the literature
| RL practices | Concept | Sector | Authors |
|---|---|---|---|
| Stakeholder culture | Responding to, and actively dealing with, stakeholders in an ethical manner | Technology (IT), manufacturing, and service companies | Tymon et al. (2010) Doh et al. (2011) Frangieh and Yaacoub (2017) Haque et al. (2019) |
| Human Resource practices | Dealing with employees as talent, and retaining the best of that talent | Technology (IT), manufacturing, and services companies | |
| Managerial support | Developing and supporting all employees effectively, achieving their well-being | Systematic review (medical, management, and leadership studies) | |
| Industry sectors | |||
| Actively avoids becoming isolated or out of touch | Interacting effectively with stakeholders, and dealing with social and environmental issues | Businesses and non-governmental organizations | Voegtlin (2016) |
| Forward-looking rather than backward-looking | Thinking about the social and environmental impact of running a firm and also the benefits for the firm | ||
| Shared responsibility and collective problem-solving | Encouraging participation of all parties, specifically in problem-solving | ||
| Critically evaluating prevailing societal norms, rules and conventions | Critically evaluating moral norms, making positive and ethical change, and setting values and ethical rules | ||
| Aggregate of virtues | Being modest and motivating others | Companies (manufacturing, drinks distribution, agricultural machinery, clothing and technical college) | Antunes and Franco (2016) Mousa (2018) Mousa and Puhakka (2019) Mousa (2019b) |
| Stakeholder involvement | Dealing actively with stakeholders and taking the interests of employees, state, suppliers, customers, future generations, etc. into account | Public hospitals | |
| Model of leader’s roles | Impacting positively on society, ensuring transparency, and following organizational vision and values | Public hospitals | |
| Principles and ethical values | Communicating effectively based on moral values | Public business schools | |
| Relationship-building | Interacting with both external and internal stakeholders | Different industries, such as banking, insurance, medicine, teaching and services | Han et al. (2019) Liao and Zhang (2020) Rui and Lu (2020) Javed et al. (2020a) Cheng et al. (2019) |
| A sharing orientation | Strengthening relationships with all stakeholders and sharing risks with them | ||
| Manufacturing firms | |||
| Relational governance | Coordinating and collaborating with stakeholders (e.g. clients, customers, suppliers, regulatory authorities) when making decisions and taking care of their interests and conflicts | Industries, including the chemical industry, machine manufacturing, electronics industry, food manufacture, pharmaceutical industry, and textiles industry | |
| Public listed companies | |||
| Insurance companies | |||
| Positivity | Creating a positive climate, positive inspiration, positive connections and positive communication | High-tech industry | Liu and Lin (2018) |
| Morality | Being a moral person, well-respected by others | Companies in 25 industries | Wang et al. (2015) |
| Job performance | Having charisma, the capacity to innovate, and skills associated with effective communication | ||
| Reputation | Developing the company through a good reputation | ||
| Social responsibility | Implementing community-facing CSR activities | ||
| Capability | Creating long-term competitive advantage and a comprehensive corporate governance structure | ||
| Leader’s behavior toward employees, owners, customers, natural environment, suppliers, neighbors, local community and society | Taking care of all stakeholders inside and outside a firm. Employees and customers are the most important stakeholders | Companies in the field of financial services, spatial planning and construction, manufacturing, trade and the hotel and restaurant industry | Frisch and Huppenbauer (2014) |
| Power-sharing | Allowing followers to participate in decision-making | Small and medium-sized organizations in different sectors such as services, manufacturing, construction, trade, transportation, information and repair and maintenance | De Hoogh and Den Hartog (2008) |
| Morality and fairness | Being honest, ethical and treating employees fairly | ||
| Role clarification | Communicating effectively, clarifying responsibilities and expectations, and demonstrating transparency | ||
| Sustainable growth focus | Implementing sustainability and social responsibility activities | Organizations in sectors such as automobiles, lighting solutions, and IT client services | Agarwal and Bhal (2020) |
| Multi-stakeholder consideration | Nurturing the relationship with stakeholders and achieving their well-being | ||
| Moral person | Demonstrating responsibility, justice, fairness, ethics and morals | ||
| Moral manager | Promoting ethics and avoiding harm in dealing with subordinates | ||
| People orientation | Taking care of people and empowering them, to achieve loyalty and trust | Diverse companies and organizations, such as a bank, an iconic theatre, a company operating holiday resorts and spas, a government agency, a chain of pubs and restaurants, a finance company, a real estate company, etc | Koh et al. (2018) |
| Visible ethical actions and traits | Being a role model, showing consistency in all actions, being transparent in communication, setting ethical standards, taking care of the community when making decisions, and developing sustainable relationships with stakeholders | ||
| Setting ethical standards and accountability | Managing by values, using punishments and rewards, setting rules and a code of ethics to be followed by all. Being responsible for his/her actions and also those of their followers | ||
| Broad ethical awareness | Decision-making that is based on ethics and values. All stakeholders receive benefits regularly. Maximizing profits, paying government taxes, ensuring people’s welfare and caring about the perspectives of all stakeholders |
| RL practices | Concept | Sector | Authors |
|---|---|---|---|
| Stakeholder culture | Responding to, and actively dealing with, stakeholders in an ethical manner | Technology (IT), manufacturing, and service companies | |
| Human Resource practices | Dealing with employees as talent, and retaining the best of that talent | Technology (IT), manufacturing, and services companies | |
| Managerial support | Developing and supporting all employees effectively, achieving their well-being | Systematic review (medical, management, and leadership studies) | |
| Industry sectors | |||
| Actively avoids becoming isolated or out of touch | Interacting effectively with stakeholders, and dealing with social and environmental issues | Businesses and non-governmental organizations | |
| Forward-looking rather than backward-looking | Thinking about the social and environmental impact of running a firm and also the benefits for the firm | ||
| Shared responsibility and collective problem-solving | Encouraging participation of all parties, specifically in problem-solving | ||
| Critically evaluating prevailing societal norms, rules and conventions | Critically evaluating moral norms, making positive and ethical change, and setting values and ethical rules | ||
| Aggregate of virtues | Being modest and motivating others | Companies (manufacturing, drinks distribution, agricultural machinery, clothing and technical college) | |
| Stakeholder involvement | Dealing actively with stakeholders and taking the interests of employees, state, suppliers, customers, future generations, etc. into account | Public hospitals | |
| Model of leader’s roles | Impacting positively on society, ensuring transparency, and following organizational vision and values | Public hospitals | |
| Principles and ethical values | Communicating effectively based on moral values | Public business schools | |
| Relationship-building | Interacting with both external and internal stakeholders | Different industries, such as banking, insurance, medicine, teaching and services | |
| A sharing orientation | Strengthening relationships with all stakeholders and sharing risks with them | ||
| Manufacturing firms | |||
| Relational governance | Coordinating and collaborating with stakeholders (e.g. clients, customers, suppliers, regulatory authorities) when making decisions and taking care of their interests and conflicts | Industries, including the chemical industry, machine manufacturing, electronics industry, food manufacture, pharmaceutical industry, and textiles industry | |
| Public listed companies | |||
| Insurance companies | |||
| Positivity | Creating a positive climate, positive inspiration, positive connections and positive communication | High-tech industry | |
| Morality | Being a moral person, well-respected by others | Companies in 25 industries | |
| Job performance | Having charisma, the capacity to innovate, and skills associated with effective communication | ||
| Reputation | Developing the company through a good reputation | ||
| Social responsibility | Implementing community-facing CSR activities | ||
| Capability | Creating long-term competitive advantage and a comprehensive corporate governance structure | ||
| Leader’s behavior toward employees, owners, customers, natural environment, suppliers, neighbors, local community and society | Taking care of all stakeholders inside and outside a firm. Employees and customers are the most important stakeholders | Companies in the field of financial services, spatial planning and construction, manufacturing, trade and the hotel and restaurant industry | |
| Power-sharing | Allowing followers to participate in decision-making | Small and medium-sized organizations in different sectors such as services, manufacturing, construction, trade, transportation, information and repair and maintenance | |
| Morality and fairness | Being honest, ethical and treating employees fairly | ||
| Role clarification | Communicating effectively, clarifying responsibilities and expectations, and demonstrating transparency | ||
| Sustainable growth focus | Implementing sustainability and social responsibility activities | Organizations in sectors such as automobiles, lighting solutions, and IT client services | |
| Multi-stakeholder consideration | Nurturing the relationship with stakeholders and achieving their well-being | ||
| Moral person | Demonstrating responsibility, justice, fairness, ethics and morals | ||
| Moral manager | Promoting ethics and avoiding harm in dealing with subordinates | ||
| People orientation | Taking care of people and empowering them, to achieve loyalty and trust | Diverse companies and organizations, such as a bank, an iconic theatre, a company operating holiday resorts and spas, a government agency, a chain of pubs and restaurants, a finance company, a real estate company, etc | |
| Visible ethical actions and traits | Being a role model, showing consistency in all actions, being transparent in communication, setting ethical standards, taking care of the community when making decisions, and developing sustainable relationships with stakeholders | ||
| Setting ethical standards and accountability | Managing by values, using punishments and rewards, setting rules and a code of ethics to be followed by all. Being responsible for his/her actions and also those of their followers | ||
| Broad ethical awareness | Decision-making that is based on ethics and values. All stakeholders receive benefits regularly. Maximizing profits, paying government taxes, ensuring people’s welfare and caring about the perspectives of all stakeholders |
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