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Leveraging A Lenient Category in Practicing Responsible Leadership: A Case Study

Author

Listed:
  • Xueting Jiang

    (New York Institute of Technology)

  • Bogdan Prokopovych

    (University of Massachusetts Amherst)

  • Garett DiStefano

    (University of Massachusetts Amherst)

Abstract

In this extended case study, we examine how business leaders translate a responsible leadership mindset into practice. By studying the leadership team and stakeholders of a large US college dining provider, we found that organization executives leverage the lenient market category of local food to successfully connect with and satisfy the interests of different stakeholder groups. We show that lenient categories, those with ambiguity and unclear boundaries, could be used by organizations as strategic devices to integrate the diverse needs of their stakeholders and foster positive stakeholder relationships. Based on our findings, we develop a theoretical model to illustrate how responsible leaders take advantage of meaning structures of the market category they have adopted to achieve both financial and social benefits for a broad range of stakeholders.

Suggested Citation

  • Xueting Jiang & Bogdan Prokopovych & Garett DiStefano, 2022. "Leveraging A Lenient Category in Practicing Responsible Leadership: A Case Study," Journal of Business Ethics, Springer, vol. 181(2), pages 413-425, November.
    • Handle: RePEc:kap:jbuset:v:181:y:2022:i:2:d:10.1007_s10551-021-04978-y
    DOI: 10.1007/s10551-021-04978-y
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    References listed on IDEAS

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