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Responsible Leadership: Strategic Versus Integrative Practices in Complex System Transformation

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  • Katja K. Hleb

    (School of Business and Economics, University of Ljubljana, 1000 Ljubljana, Slovenia)

  • Tomaž Schara

    (IEDC Bled School of Management, 4260 Bled, Slovenia)

  • Philip H. Mirvis

    (Babson College, Park, MA 02457, USA)

Abstract

Systems of national importance like national health care systems, even if historically and culturally diverse, are today facing similar problems. One way to address them is through responsible leadership orientations and practices that promote complex problem solving and multiple stakeholder relations. Here, we focus on challenges facing leaders in two historically distinct public health care systems, that of the UK (NHS) and the Republic of Slovenia (JZS), in terms of (a) costs versus care; (b) navigating regulations and bureaucracy; and (c) meeting the needs of staff versus patients. Then, we compare how responsible leadership, expressed in the form of the strategist versus integrator orientation of leader, could help to mitigate these problems. Analysing these two forms of responsible leadership, which successively express more mental maturity and practical acumen, illustrates their relative strengths in reconciling multiple economic and social interests, operational challenges, and public concerns in different national health system contexts. This highlights responsible leadership as a means to inform policy making and practice in public health care systems and opens up a vital discussion on the importance of leadership to ensure the human right to a healthy and fulfilling life.

Suggested Citation

  • Katja K. Hleb & Tomaž Schara & Philip H. Mirvis, 2025. "Responsible Leadership: Strategic Versus Integrative Practices in Complex System Transformation," Administrative Sciences, MDPI, vol. 15(4), pages 1-18, April.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:4:p:145-:d:1636312
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    References listed on IDEAS

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    2. Christian Voegtlin & Colina Frisch & Andreas Walther & Pascale Schwab, 2020. "Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership," Post-Print hal-03040043, HAL.
    3. David A Waldman & Mary Sully de Luque & Nathan Washburn & Robert J House & Bolanle Adetoun & Angel Barrasa & Mariya Bobina & Muzaffer Bodur & Yi-Jung Chen & Sukhendu Debbarma & Peter Dorfman & Rosemar, 2006. "Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(6), pages 823-837, November.
    4. Thomas Maak & Nicola M. Pless, 2006. "Responsible Leadership in a Stakeholder Society – A Relational Perspective," Journal of Business Ethics, Springer, vol. 66(1), pages 99-115, June.
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