Understanding Responsible Leadership: Role Identity and Motivational Drivers Author(s): Nicola M.

Pless Reviewed work(s): Source: Journal of Business Ethics, Vol. 74, No. 4, Ethics in and of Global Organizations: The EBEN 19th Annual Conference in Vienna (Sep., 2007), pp. 437-456 Published by: Springer Stable URL: http://www.jstor.org/stable/25075481 . Accessed: 30/03/2012 20:01
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Journal of Business Ethics (2007) 74:437-456 DOI 10.1007/sl0551-007-9518-x

2007 ? Springer

Understanding Responsible
Role
The Case of Dame

Leadership:
Drivers

Identity and Motivational

NicolaM. Pless

Anita Roddick, Founder of The Body Shop

ABSTPJVCT. This article contributes to the emerging discussion on responsible leadership by providing an narrative approach for analyzing the biography of Anita as a widely acknowledged prototype of a Roddick responsible leader.With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlyingmotivational systems. I begin
the article with an introduction outlining the current state analysis of the inner theatre of a responsible leader. I use a

Introduction Since recent business and scandals such as Enron, and more

WorldCom, researchers

Parmalat

more

of responsible leadership research and explaining the kind with a brief summary of Anita Roddick's development from childhood to adulthood, which provides the bio graphical background for exploring her motivational
systems as a leader. between Against this backdrop, drivers relationship ferent motivational and I analyze the a respon of magnifying glasses used to examine the case. I continue

it happen, why does it matter?," Manfred Kets deVries (2004a) draws "Lessons on leadership by terror" analysing the psyche of Shaka Zulu and Hamilton and Micklethwait draw lessons (2006) from recent disasters in their book on "Greed and

into the phenomenon of Barbara Kellerman (2004) irresponsible leadership. asks for instance, "What is bad leadership, how does

are looking

sible leadership identity as revealed by Roddick

behavioral leadership roles. I conclude learned a number of lessons

in dif

the article

by providing

leadership and the development of future global leaders. responsible leadership, corporate social
citizenship, development, clinical female psychology, principles narrative

for responsible

great deal about responsible leadership (see Van de I apply in this article a Loo, 2006). Therefore, "positive (Cameron Anita Roddick organizational approach scholarship" et al., 2003) and examine the case of

these analyses are impor corporate failure." While tant, it is of equal value to take a positive approach and study examples of leaders who can teach us a

KEY WORDS:
responsibility, analysis, moral

as a widely acknowledged prototype a responsible leader who has not only built a of and influenced corporate responsible organization the academic discussion on CSR, ethics and busi

ness' role in society, but whose personal actions also had a sustainable impact on legislation (animal test ing), standards in the business world (fair business practice, Dr. Nicola M. Pless is a formerVice President of leadership at a large institution. development financial services Currently she is Reader in ResponsibleLeadership at the Universityof St. Gallen and Research Director of the HSG-INSEAD InitiativeonResponsible Leadership. She holds a Ph.D. in engagement), community communi (trade with disadvantaged development and consumer awareness regarding social, eco ties) logical, and human rights issues. stakeholder

Research Fellow. She is editorof 'ResponsibleLeadership", published byRoutledge in 2006.

and social issues organizational theory Universityof from the a diploma in clinical organizationalpsy St. Gallen and chology from IN SE AD where she is a Visiting Senior

This article contributes to the emerging discussion on responsible leadership (Doh and Stumpf, 2005; and Pless, 2006a) and I use a EFMD, 2005; Maak narrative approach for analyzing the biography of to better understand the phenome Anita Roddick non. I am specifically interested in the inner theatre of a responsible leader. I explore with clinical and

438 Nicola M. normative lenses the relationship between responsi ble leadership behavior and the underlying motiva are the driving forces tional systems. I ask: What

Pless diversity of stakeholders inside and outside the cor poration and who are aware of and understand the on responsibilities of business in society. Drawing thework of Burns (1978, 2003), Ciulla (1995, 1998, et al., (2006), and Rost (1991). 2006), Freeman responsible leadership as a values-based and through ethical principles driven relationship between leaders and stakeholders who are connected I understand

behind does

role responsible leadership behavior? What in the development of a childhood play drivers do motivational responsible leader? How translate into responsible leadership behavior? I begin the article with an introduction outlining

the current state of responsible leadership research and explaining the kind ofmagnifying glasses used to Anita Roddick's

adulthood, which provides the biographical back system as a ground for exploring her motivational

examine the case. I continue with a brief summary of to from childhood development

and purpose through a shared sense of meaning raise one another to higher which they through levels of motivation sustainable values and Maak, While

and commitment for achieving creation and social change (Pless

responsible leadership identity as revealed by Rod dick in different behavioral leadership roles. I con clude the article by providing a number of lessons learned for responsible leadership and the develop ment of future global leaders.

I analyze the rela leader. Against this backdrop, a between motivational drivers and tionship

Vries

2006). traditional leadership research focuses on cognition and behavior and clinical psychologists add emotions to decode the leadership texts (Kets de

et al., 2004, 477), responsible leadership re in the search examines the leadership dynamics context of stakeholder society and includes the ? ethical perspective the norms, values, and princi

ples.

Foundations What

of responsible

leadership

Responsible

leadership behavior

is responsible leadership?

leadership is a social and moral phe Responsible nomenon thatwas pushed onto the agenda not only by recent scandals and the pressing issues that affect life on our planet, but also by the realization that multinational corporations and their leaders have an enormous potential for contributing to the better ment of the world. Against this background I study leadership in the larger context of "leading business

In order to analyze the phenomenon of responsible it is necessary to specifywhat exactly one leadership is looking for.Maak and Pless have recently intro duced of responsible leadership" which helps understand responsible (2006a, 2006b), leadership behaviors vis-?-vis different stakeholders. a "roles model

They

in lead businesses argue that people who in a network of stakeholder society are embedded
with direct reports, customers,

relations

in society" making reference to the debates on CSR, and corporate citizenship. sustainable development Theoretically, leadership draws from responsible findings chology, in leadership ethics, developmental psy stakeholder theory and psychoanalysis,

peers, family, community, stakeholders (with different backgrounds, work need

etc. To mobilize

suppliers,

different values and

sometimes conflicting interests) to collaborate and to together for a commonly shared vision, leaders to exercise certain roles. The roles model of

systems theory and aims to examine and understand the dynamic processes between leaders and stake

holders

(as followers) behavior and ership The notion

that lead to responsible lead responsible action for social

of nine roles responsible leadership is composed which form a gestalt and describe different charac and Pless teristics of a responsible leader: Maak (2006b)
as the

distinguish between
as steward,

values-based
citizen,

roles such
as

leader

as

as

servant,

change.

visionary of responsible
coach,

and the operational

storyteller,

roles of the leader as

architect, and change

leadership reflects the fact that corporate responsibility is first and foremost a leadership challenge, which requires leaders who
care, who are morally conscious, open towards the

networker,

agent (see Fig. 1). The model will help us later on to in con examine responsible leadership behavior nection with underlying motivational driving forces.

Understanding Responsible Leadership 439

Superiors Peers Environment

Zaleznik, 1990). Clinical psychologists postulate that the core of an individual's inner theatre is formed around MNSs making choices way. These need that drive people, for instance in and decisions, in acting in a certain

Clients -/

Steward -

' Responsible Leader

Change Agent

\-

Civil Soc.ety

Suppliers Others Communities I Families

the first being the most basic: the need for psychic regulation of physiological requirements; the need for attachment and later affiliation; the need for
exploration and assertion; the need to react aver

systems are established in infancy and influence behavior throughout the human life et al., cycle (Kets de Vries, 2001b; Lichtenberg 1992). Lichtenberg et al. (1992, 1) discuss fiveMNS,

Figure

1. The

roles

model

of

Source: Adapted from Maak drivers to explore

responsible

and Pless (2006b).

leadership.

sively through antagonism

need for sensual enjoyment

and withdrawal
and sexual

and the into

excitement.

Kets Motivational In order

de Vries

the relationship between behavior and the underlying responsible leadership motivational driving forces (like emotions and val

stresses that they play a leadership crucial role inmolding leadership behavior. Mostly discussed in leadership are the need for attachment and affiliation, the need for exploration
a sense of enjoyment.

(1994) research and

has

introduced MNS

and assertion

and

motivational

ues) we apply a clinical and normative perspective. As we know from research in developmental psy 1982; Kohlberg, chology (Erikson, 1963; Gilligan, 1981; Piaget, 1932/1973) people develop over time with childhood as one important stage during which drivers are formed. The

Need for exploration and assertion The need for exploration is associated with cognitive processes that affect the ability to play, experiment,

in psychology and ethics we between two kinds of drivers thatmoti distinguish vate behavior: intrapsychic drivers, also called motivational need systems (MNSs) (Kets de Vries, Drawing 2001a; Lichtenberg et al., 1992), and moral

assumption that responsible leadership behavior is rooted in emotional and moral experiences in the past starting as early as childhood and then develops over time. on works

is

learn, and work. Experiments with infants show that the discovery of effects and results of certain actions can trigger pleasure that comes from the experience of competence and efficacy (Kets de Vries, 2004b; et al., 1992). "Closely tied to the need Lichtenberg
for exploration is the need for self-assertion, the need

to choose what one will do." 186).

(Kets de Vries.

2004b,

drivers.

Need for attachment and affiliation The need for attachment can be understood
fundamental human need for connectedness,

as a
for

Intrapsychicdrivers Clinical leadership psychologists (e.g., Kets de Vries, are interested in the "inner theatre" of leadership behavior and under them tick. The clinical view on

being

2004b) leaders to explain stand what makes

2004b, 186). At a less intimate level and with regard to relationships in groups, organizations and/or institutions the need for engagement becomes a need for affiliation. Sense of enjoyment de Vries (2001b) experience joy, crucial dimension vidual mental

to others, engaged and embedded in with others and experiencing the relationships "pleasures of sharing and affirmation" (Kets de Vries, close

leadership is based on four premises : (1) behavior is caused by unconscious forces, (2) the past determines the present, (3) there is an internal structure of the mind consisting of irrational, rational, and moral and (4) everything an individual thinks and parts, does has a specific cause and can be explained, even so-called irrational behavior (Funder, 2004;

Kets

to have

of both organizational health.

stresses that the ability to fun and to be playful is a and indi

440 Nicola M. While MNS are useful to understand the inner

Pless states that morality develops in different stages life.He distinguishes three levels and six throughout stages with stage 6 as the highest level of moral

and ership in its entirety, including the moral I pos interactive dimensions of the phenomenon. tulate that the inner theatre and behavior of a leader is not only determined by intrapsychic drivers, but also by normative drivers, which are based on values and norms. In contrast to intrapsychic drivers, which are motivated by individual personal needs, norma tive drivers have an interpersonal dimension. They are rooted in value systems and social norms. Nor

theatre of leaders from a psychological perspective they are not sufficient to explain responsible lead

maturity representing an orientation on universal ethical principles. If we take for instance human rights activists there seems to be a fundamental driving force related to aspects of justice.

Need for recognition Apart from the need

for attachment

and affiliation

mative

drivers are of particular interestwith regard to responsible leadership and social interaction.

our loved ones to love us, our friends and colleagues

to recognize us for what our we are and what we and do, our employer to honor achievements gov

there is a fundamental human need to be recognized, respected, and valued as a human being: "We want
our

ernments and fellow citizens Normative drivers Normative values activation emerges in the interplay of (Pless and Maak, 2005). The normative evolve from dispositions

and emotions

rights as free and equal 2004, 131). Further developed through learning, and moral maturation, interpersonal experiences, the need for receiving recognition can development be broadened

to respect us and our citizens" (Pless and Maak,

underlying early childhood

velop in interaction with different people and groups in the environment (peers, family, teachers, and other significant people) and the larger social system and are reinforced by maturation, experience, and of developmental learning. Research psychologists indicates thatmoral

during the child-primary caregiver interface and continue throughout life. They de

to giving recognition to others aswell. a relationship is built on mutual recognition. Ideally others forwho they are and what they Recognizing can do and contribute is an important quality for leaders when it comes to leading teams, motivating and developing people and creating inclusive work environments where and feel recognized people
respected.

development occurs in different the lifespan (Gilligan, 1982; stages throughout research 1981, 2000). Neurobiological Kohlberg, shows that ethical and behavioral norms of behavior norms are located in the orbitofrontal moral adolescence cortex of the brain and that

of attachment in infancy coupled with Experience moral development in adolescence and adulthood

Sense of care

fully function only after and and the

can result in a sense of care and responsibility. Carol (1982) introduced in her book "In a dif Gilligan ferent voice" an ethics of care, which is a develop model of responsibility combining moral

We dispositions drivers play an important role in understanding developing responsible leadership behavior. On basis of literature research we normative have

(Roth, 2003). that normative postulate

mental

identified three

drivers: firstly, a need and sense for rec 1999), secondly, a ognition (Honneth, 1997; Maak, need and sense of justice (Kohlberg, 1981, 2000), and thirdly, a need and sense of care (Gilligan, 1982).

thinking, empathetic feeling, and social relating. She distinguishes three stages of moral development and two transitional phases: starting with stage 1 as caring with for the self in order to ensure survival, continuing stage 2 as caring for others and possibly leading

to the highest developmental stage. At stage 3 caring an interdependent principle. It remains represents in its concern with relationships, be psychological comes universal in its condemnation

Need for justice The need for justice mental work

can be understood

as a funda frame

human need for fairness and a moral

as a basis for human

interaction. Kohlberg

of exploitation an increasing differentiation of and hurt and implies self and other coupled with a growing comprehen sion of the dynamics of social interaction.

Understanding Responsible Leadership The

seeing world

441

ideal of care is thus an activity of relationship, of

and by responding sustaining to need, taking care of the the web of connection so that no

one is leftalone. (Gilligan, 1982, 62). In the context discussion, caring a central driver for responsible leaders in of the CSR

to open up have the potential into individual reflection processes on con insights scious and unconscious aspects during life develop ment. The autobiographical material selected for this these narratives analysis displays a high degree of self-knowledge and self reflection. I suggest that it can help understand and explain why and how a person (in this case Anita has developed into the leader she has

becomes

considering the needs and interests of others, in caring for the state of nature, the living conditions of people (e.g., in developing countries) and for future
generations.

Roddick)
become.

In the course of the article Iwill use both the role

limitations of autobiographical material are obvious. They lay in the tendency to reinterpret facts The and romanticize certain situations and events. Since the purpose of this analysis is not to draw a positivist picture of a person, but to use a hermeneutic

model

of responsible leadership and the set of the six the leadership motivational drivers to analyze of Anita Roddick and get insights into her approach inner theatre as a responsible leader.

order to understand these Methodology I use biographical analysis to understand the behav ior and identity script of Anita Roddick, who is as being a socially responsible widely recognized leader. In order to do so I consider the whole story of the person as a single case study (Yin, 2003). This study is based on multiple Unes of biographical including with Anita Roddick 2002 evidence a personal narrative making

approach to get clinical and normative insights into the inner theatre and the self-concept of a person in responsible irrational aspects become leadership behavior part of the sense

nance of a certain identity script.

as process and can even be understood factors that contribute to the mainte reinforcing

life

Analysis

of a responsible

leadership

narrative

interview

Journey of a responsible leader?from childhood to adulthood was born in 1942 in Littlehampton into a poor Italian Catholic immigrant family (U.K.) with a younger brother and two older sisters.At the Anita Roddick age of eight, her parents got divorced and her mo ther married her great love, her first husband's cousin, Henry. The family life was closely inter twined with the family business, the Clifton Caf?. followed an intense work ethics keeping

in London); 1991, 2000); (Roddick, on her own published dick.com) website of The

(conducted on February 11, two autobiographical books material

autobiographical website (www.anitarod and other information published on the

Body Shop (www.thebodyshopin ternational, com); observations during a presentation in 2001 in she gave at The Smithsonian Association and a biographical documentary television channel WDR (West

DC; Washington, from the German

Her mother

whole

(Vaassen, 1996). They represent "common forms in see our lives" (Gergen, 1991, 162). which we states "We make our existence into a Polkinghorne it as an expression of a by understanding single and developing story" (1988, 150). Autobio graphic narratives have a retrospective sense-making function and are important for identity construc tion

deutscher Rundfunk, July 24, 2004). From a narrative perspective identity and auto biographic self-narrations are inseparably interwoven

all hours, also at weekends with no holidays; recycling and re-using everything was a key housekeeping principle; and the children were the caf? open (Roddick, 1991). a her first year at Catherine's Convent, During Roman Anita Roddick Catholic primary school, learned how to trade. With the collection of American monopoly expected weekends. to help at Clifton's after school

and at

from Henry she had "the on American comics and bubble gum in

comics

over time (Harvey, 2006) and maintenance et al., 2004). From a clinical perspective (Andrews

Littlehampton" and as she states "I knew how to use it.Boys were nice tome for the first time, instead of pulling my hair and calling me 'Bubbles'; even 'big'

442 Nicola M. boys of 12 or 13 deigned to talk to me. I had the to swap my precious com leverage and power modities forwhole collections of cigarette cards and (Roddick, 1991, 37). After secondary school she trained as a teacher and albums"

Pless volunteering and community is seen as nerships. The Body Shop for combining example profits and Activities and key achievements in the paigning, trade part a positive principles. area of hu

movie

man

in 1962 got a scholarship to work in a kibbutz in Israel. Afterwards she embarked on an extended trip around the world. Back in England, working her mother introduced her to a young Scotsman named Gordon Roddick. They bonded immediately

for social and ecological problems in society, but also in a number of awards (Roddick, 2005) and political like the ban on cosmetics animal achievements government in 1998. The Body testing by theU.K. International website (2004f, g, h, i) provides a Shop list of campaigns and achievements comprehensive
good.

and animal rights, environmental protection and education resulted not only in raising awareness

and soon opened a restaurant together and then a In 1970, when Anita Rod hotel in Littlehampton. dick was already pregnant with their second child, married. (Roddick, 1991, 2005). they got to trek across the When her husband decided

and illustrates that businesses can have thepower to do

started The Body Shop to Americas, Anita Roddick create a livelihood for herself and her two daughters. After convincing a bank manager to authorize a loan the initial capital of ?4,000 she opened the first on March 26, 1976 in Brighton, offering 25 shop products in different bottles and sizes. Anita Rod dick specifies:
It wasn't only economic necessity that inspired

her communications Publications,

In 2002, Anita Roddick stepped back from her at The Body Shop to start official executive duties which company called Anita Roddick aims at raising awareness and for topics she has always cared

action mobilizing about: human rights, the environment, and creative dissent. Her mission for the future is clear: With

the

birth of The Body Shop. My early travels had given me awealth of experience. I had spent time in farming
and and over fishing been communities exposed to Also the war waste with body the pre-industrial rituals of women frugality a container that my me peoples, from all mother

The Body Shop and Anita Roddick Publica tions, I will continue fighting for human-rights and
economic them. initiatives That's and structures order that to abuse keep ignore a tall enough

against and

me busy for the next 30 years. (Roddick, 2005, 4). The

the world. during Why

exercised conventions.

years made

refill it? And why buymore of something thanyou can use?We behaved as she did in the Second World War,
we reused

retail question can when you

a brief portrait of Anita Roddick provided overview of her life story and gave an idea of her as a achievements leader. To better responsible understand her as a responsible leader I try to find
answers to the question of "What are her motiva

recycled all we
Shop's

everything,

we

refilled

could. The foundation of The Body

activism was born out of ideas

everything

and we

environmental

tional driving forces and how did she translate them into responsible leadership behavior?" The inner theatreof a responsible leader

like these. (Roddick, 2005, 1).

In 1984, only eight years after the first shop opened stock The Body Shop went public at the London introduced, which dedicated the business to thepursuit is still the of social and environmental change,which statement (see Appendix firm's mission 1). What business in 1976 has grown started as one-woman into a global retail network with over 1,900 outlets operating in 50 countries with 5,000 employees customers. Today, The serving over 77 million
exchange. Simultaneously a new mission was

Kets de Vries

themes that drive behavior" (2004, 477). The dif ferent sources I used for this analysis draw a picture of a self-aware and self-reflective person who did

et al. point out that the view into the inner theatreof a leader "helps illuminate the major

is an international brand recognized for Body Shop is based on cam its social responsibility, which

are deeply ingrained in theDNA of the a sense of family and community, a thrill of firm, by the unexpected and a passionate belief "that business values which

some deep thinking with regard to her own devel opment as a person and a leader. She describes herself, for instance as being driven by passion, by

Understanding Responsible Leadership can be fun, it can be conducted with love and be a powerful force for good" (Roddick, 1991, 7).

443

rights at the International department of women's in Geneva Labor Organization and then traveled and southern Afri Asia-Pacific extensively through ca, where with

Tales

of exploration and assertion

Anita Roddick is aware of her need of exploration: "I ... to feel need constantly the thrill of the unex (Roddick, 2001, 7). In her autobiography pected." she gives examples of her need to explore and learn.
For instance, after some teachers at the

After returning back home, she met Gordon, her future husband, with whom she has two daughters. There Aires what came a point in her life when Gordon wanted to realize his dreams to ride a horse from Buenos toNew York she wanted

(Roddick, 1991, 53).

she learned from experience by interacting different people she met, especially locals

more

leaving school every Friday absolutely exulting in all that I had learned during theweek. The burden of it was so fabulous, I felt so powerful knowing somuch each week." 1991, 39). She also (Roddick, describes herself during her teenage years as being
"hungry for mentors," "as a sponge for experience,"

individuality and thereby responded to her need for recognition she became very fond of learning: "I was so much in love with learning. I can remember

school recognized her as being different, captured her her in her talents and imagination, encouraged

secondary

and she had to be assertive about

to accompany the deliberate some time with

in life.Having to decide whether him or to stay in England she made decision to stay at home to "spend

the children" (Roddick, 1991, 68). the question was how to create a liveli However, hood for herself and her kids, with almost no money. Her entrepreneurial background (starting in indigenous cosmetics knowledge her travels and a dissatisfaction with acquired during the cosmetics industry led to the idea of starting her childhood), the

"as being driven by an immense curiosity about the lives of others" (Roddick, 1991, 40). She was also fond of acting and won the school talent competi tion. At the age of eighteen shewon a scholarship to study for three months in Israel. She described her learning experience
I felt a romantic

cosmetic business with natural products based on previously unheard natural ingredients like aloe vera, jojoba oil and cocoa butter. That marked the start of The Body Shop in 1976. Roddick's story indicates that qualities such as to learn and self-assertion, curiosity, a willingness specifically an ability to learn from experience are a leader. The important prerequisites to become

own

in the following way:

with Israel

had suffered, had faith in itshistory and had survived. I

was an and understand in a kibbutz Israeli-Jewish more. on the groupie, The shores wanting of Lake to learn more I did was Tiberias. to work We first thing

empathy

as a nation

that

importance of these qualities is also supported by studies in the field of expatriate management and et al., 1999; Hawes and global leadership (e.g., Black also learn 1981; Spreitzer et al., 1997). We Kealey, from Roddick's and coaches

worked
fleet about until you

in the fields one week

Itwas up when completely very at three

and with the fishing

the next. getting eleven, were

a but there was joy physical, in the morning and working too hot to continue it was and exhausted anyway. (Roddick,

development leaders not only in childhood

biography that teachers, mentors, can have a positive impact on the of authenticity in individuals and but throughout life.

1991, 48). She learned from this experience that love and work can go together and are important aspects in life 1991, 48). Her experience in Israel also (Roddick, contributed to her self-assertion and self-assertiveness teaching her "that Iwas brave and that I could travel alone anywhere I liked" (Roddick, 1991, 50). And thatwas what

Tales of enjoyment: passion, fun, and love A recurrent theme inAnita Roddick's selfnarrative is

that of enjoyment. She identifies "passion" as being her driving force in life and her "passionate belief is that business

she did; she worked for nearly a year in the library of the International Herald Tribune in Paris, talked herself assertively into a year job in the

can be fun, it can be conducted with love and a powerful force for good" (Roddick, 1991, 7). Texts of love and fun are interwoven into her life ? story: she enjoys what she does attending school, a student teacher, running the St.Winifred's being

444 Nicola M. Hotel or traveling the world in Littlehampton Fun even becomes part of The (Roddick, 1991).

Pless other outsiders and rebels" with James Dean school idol (Roddick, 2005). This dialectical of attachment stories and differentiation continues in life, for instance later on as her theme in her the

Body Shop mission: "To tirelesslywork to narrow the gap between principle and practice, while making fun, passion and care part of our daily Uves." (The Body Shop International, 2004a). Love is another

about

important text: she talks about her childhood with her mother telling "stories of romantic love and deep feeling, stories of life on her farm in southern Italy, stories of how we were conceived and how we were supposed to relate to each other..." 80). She stresses that her mother (Roddick, 2000, "taught me the

founding years of The Body Shop: there is on the one hand the text of differentiation from the outside the mainstream cosmetics industry:
The first four or five years, we when never we were in being were two or in

three, or five or growth. and We

ten

never

shops, were interested We That to go else. didn't So want we were was

interested the biggest

largest

numbers.

her language as an individual and a leader: "the twin ideals of love and care touch everything we do: how we view our responsibilities, how we treat our staff,
how we educate and communicate, how we relate to

incredible power of love as a life force." (Roddick, woven into the fabric of 1991, 43) The text of love is

counterculture. being - we mination wanted tion wanted zation we want of everybody - we to be

in interested always our absolute deter the opposite direc we at what

into we

looked to be

didn't

of boredom, dying want the language language of

a giant organi want didn't hierarchy, we didn't of difference, science. (Roddick,

the

financial

the community and the environment" (Roddick, texts of love and care form 1991, 141). For Roddick, stakeholder approach" the basis of an "inclusive Wheeler, 1997, viii). For Kets de Vries (Roddick in are part of the creation of a healthy organization. they

2002, 1: 2-8). On

the other hand there are the texts of attachment 2002):

people were who were not they good were

and affiliation (Roddick,

we gathered together

He

community, which can become the basis for trust and mutual respect (Kets de Vries, 2001a, 109).

contends that love as a corporate value can imply the creation of a sense of belonging and a sense of

business activists, (1, 26-28), it too.

They people. were involved they "people

teachers,

(1,31) And we were awhole community, and thought

(2, 3-4).

[...] who

in the community [...]" were friends." basically

Tales

of attachment and differentiation states in the introduction of her

The

texts of affiliation and differentiation

are a

Anita Roddick

autobiography that "In business, as in life, I need to be entertained, to have a sense of family, to be part of a community" (Roddick, 1991, 7). The text of attachment and belonging to groups is an important piece in her identity script. In her biography she describes herself as being part of a vibrant and large

to develop a vision and sense of purpose and create an organizational identity, the text of affiliation and enjoyment ("fun") helped her ("community") to create a healthy organizational culture. Tales Values ofjustice, care and responsibility

the strong underlying and recurring motive. While text of differentiation helped her and her followers

Italian family with parents, siblings, grandmother, uncles and aunts, but also as being part of the small in Littlehampton. Italian immigrant community Being made

which

she grew up. So the flipside of the text of attachment and affiliation to one group is the text of differentiation from another group. This gives rise to the development of the identity text of "being dif ferent" (Roddick, 1991) and of feeling "drawn to

part of an immigrant family and community "a natural outsider" her simultaneously (Roddick, 2005, 1) in the English seaside town in

who

an important role in her social-moral development: there is for instance the recurring story of a Holocaust book (N. N., 2004; Roddick, 2001, that she picked up at the age of 10 and 2002, 2005) played reac a strong emotional-cognitive that provoked tion, which "kick-started me into a sense of outrage or sense of empathy with the human condition."

such as care, honesty, fairness and respect are as a person and as a important to Anita Roddick leader. There were some experiences and key people

Understanding Responsible Leadership (N. N., 2004) Furthermore, there are some signifi cant people in her life from whom she learned some key life lessons. Her mother taught her an entre

445

preneurial work ethics, relational qualities and also a certain irreverence with regard to authorities (Roddick, 2000, 80). Sister Immaculata, a nun at St Catherine's instilled a sense of care and Convent, in her for the underprivileged in the world: respect
Sister Immaculata She always referred to seemed tramps more to as champion 'Knights of

examine, based on selected roles (see Fig. 1), how these drivers translate into leadership behavior and contribute to an identity script as a responsible
leader.

The The

leader as steward

the the

Road'
and was my poor

underdog.

and talked about the under-privileged in society

they school should away be given consideration. that I gave from a very tattered. We was hopping I by her own was innate goodness to another girl very my old and mother

analysis of the motivational driving forces showed that principles and values (such as care, honesty, fairness, and respect) play an important role in the life of Anita Roddick and are interwoven throughout her life story.A strong values base is also a characteristic of the role of the steward. The

how

so carried new

uniform

family whose

mad when I got home but secretlyproud ofwhat I had done. (Roddick, 1991, 37). open to learning from these and adolescence, experiences during childhood which contributed to the development of a sense of Anita Roddick justice and care, which have become a strong driving force throughout her life. As a leader they have inspired her to initiate a community trade program for underprivileged and to make communities fair trade a business principle. Today, she dedicates her life tomobilizing people via media at The Body Shop was

changed

in the cloakrooms;

metaphor of the leader as steward makes references both to being a custodian of values, a stronghold to protect professional and personal integrity, and to "steering a business responsibly and respectfully even through troubled waters, thus protecting and pre servingwhat one is entrusted with" (Maak and Pless, 46). It is especially in defining moments 1997) that values as a basis for respon

2006a,

(Badaracco, to Anita sible leadership are tested. According Roddick such a critical moment occurred when the company went A public in 1984:

and campaigning for social, environmental and hu man rights issues. The life of Anita Roddick gives evidence that a sense of responsibility is developed over time. It is rooted in values that are reinforced and further developed by life experiences and sig nificant people and driven by passion, love and care. These motifs combined with a sense of purpose and vision are a promising basis for responsible leadership
to emerge.

lot of people ? those who did not know us very well - thought that after going public we would
perhaps Gordon sell up and and retire to a life of indolent doing luxury. such I never remotely considered

a thing.The Body Shop was toomuch our baby ever to let it go.
When fire knew we got home said, that night we 'OK, what sat in front of do we do now?' the I

and Gordon he was not

forward like shall alternatives, putting we or sell up shall we The carry on. unspoken was me. We of his question implication crystal clear to now had wealth and status in the business community. Wealth plus to use both status equaled power. How were we that power? knew was that that not the of ever simple pursuit to be We going enough. in money. However,

Responsible The

leadership behavior

going

the forces (exploration and assertion, attach ment and and differentiation, recognition and justice and care) that have driven her enjoyment, vealed

analysis of Anita Roddick's autobiographic stories gave insights into her inner theatre and re

First, we

we

did recognize that a function of profitswas to create jobs and provide security and prosperity for our
employees. That was fine, but then what? to to

frankly

increasing profits were not

interested

as a responsible leader. In the following Iwill use the "roles model of responsible leadership" (Maak and Pless, 2006a, b) as a theoretical framework to

We

accepted and

that itwas involve our

our

inherent

responsibility holders,

motivate

staff and

franchise

446 Nicola M.
try and make the working week a pleasure instead of a

Pless The The leader as visionary

living death. How

ways: by

could we do that? In all kinds of

by stretching their abilities and

education,

their imaginations, and by involving them in issues of

greater significance than selling a pot of skin cream.

And what were the social responsibilities of business? Should not a business that relied on the community for its success be prepared to give something back to the community? Should therenot be a trade in goodwill as
as in commerce? All this, and much more, we well

story of The Body Shop is also a story about developing a sense of direction, knowing where one wants to go and connecting theminds ? and hearts ? in of people with a view to a common future.While the early years of The Body Shop the vision was rather vague, intuitive and dominated by the text of this changed through the "being counterculture,"

talked about long into the night, and itbegan to dawn

on us no matter how

means The Body Shop had both the potential, and the at its disposal, to do good. (Roddick, 1991, 109). So instead of falling for shareholder the organizational heritage value and

trite itmay

now

sound

that

the Rodd abandoning icksmade a principled decision to leverage their new business status and power as a force for common "To dedicate our business Shop's mission: of social and environmental change." (The pursuit - a decision which Body Shop International, 2004a) was driven by an interplay of head, mind and heart, by critical thinking, passion
We believed that itwas

develop a shared sense of destiny, showing others how they can realize their own hopes and desires within that vision." (Roddick, 2000, 93) Her moral and visionary claim for responsible

of going public with the vision "defining moment" a better place" of "making the world (Roddick, In fact, for Anita Roddick 1991, 141). leadership is about "having a dream and a vision and being able to

leadership is that

good.

This

led to the formulation

of The

Body to the

Leaders in the business world should aspire to be true planetary citizens. They have global responsibilities since their decisions affectnot just theworld of busi
ness, and but world the problems because of poverty, sad to their vision national say, duck is material security these rather environment. Many,

responsibilities,

and values:

thanmoral.

(Roddick, 1991, 226).

possible profits with

to shift from to one in which social

a value core issues

system values

of ever-increasing were concerned

The

leader as servant of the leader as servantwas conceived to his con

human

and

and were founded on feminine values like love and

care. (Roddick, 1991, 24).

The metaphor by Greenleaf

Ultimately, they did not only preserve the core values of the firm but laid the foundation for a business model based on corporate responsibility. It consists of a values mission "Our reason for being"

(1977/2002). According cept, leadership is not about the grandiosity of a leader but about those he or she serves. This has implications for leadership.
to serve followers to achieve

profound
leaders need

It implies that
a common

"Activate Self-Esteem," and Trade," Community Inter Animal Testing" (The Body Shop "Against national, 2004d).

1), a trading charter, a values strategy (see Appendix are: "Protect our and the core principles, which Human "Defend Planet," Rights," "Support

and good purpose. They need to be able to recog nize, respect and care for the needs of others. Key questions for the servant leader are "Do those served grow as persons? Do
wiser,

they, while being served,become

more autonomous, more

healthier,

freer,

Through lobbying, campaigning, programs and fair trade, these principles volunteering are actively turned into responsible business practice. The story of going public exemplifies how leaders as and professional personal what they are entrusted with and integrity, protect steer the company responsibly through defining stewards maintain
of change, using values as a moral compass

servants? And, what is likely themselves to become the effect on the least privileged in society?Will they further deprived?" benefit or at least not be (Greenleaf, 2002, 27). Care, justice, and responsibiUty are motivational texts that recur in different forms inAnita Roddick's is An anchor story in her childhood that about Sister Immaculata who had in certainly stilled a sense of care in her for the underprivileged. As a leader Roddick translates this drive into a caring biography.

moments

to further develop

the organization.

Understanding Responsible Leadership service idea which is not restricted to customer The idea behind

447 the initiative is to enable under

relationships, but is a fundamental attitude towards stakeholders: "the twin ideals of love and care touch everything we do: how we view our responsibilities,
how we treat our staff, how we educate and com

like for instance Amazonian privileged Indian tribes to trade their products in a fairway and to benefit from the knowledge and expertise of an international company. From Roddick's perspective these community relationships are not just about business and trade, they are meaningful in them selves. "It is about exchange and value, trade and respect,

communities

relate to the community and the municate, environment" (Roddick, 1991, 141). Servant lead ership becomes visible in leaders' actions with regard to serving and caring for the needs of different stakeholders. Under Anita Roddick's leadership the service idea has been translated into a caring business

how we

practice vis-?-vis different stakeholders: Caring for employeesmeans treating each indi vidual with respect, providing a healthy and environment, providing balanced conditions and meaningful work. It working to has been a declared objective forRoddick humanize the workplace (1991, 159) for instance by setting up a child development center and offering volunteering programs for safe work

friendship and trust" (The Body Shop time this initiative has International, 2004c). Over developed in the firm into an integrated Community Trade program with over 35 suppliers in 25 coun tries. Community trade can be understood

as a

practical example of servant leaders' commitment to it requires on the one hand a social change. Yet, certain degree of humility, modesty and also moral imagination (Johnson, 1993) and on the other hand a

willingness and desire to support others, specifically stakeholders, and to care for their interests and needs (Maak and Pless, 2006a, b).

Caring for customersand their needs by selling fair products, declaring product ingredients and refraining from animal testing and by serving the psychological needs of customers through campaigns on activating self-esteem

employees that give them the chance to en in campaigning and community service during work hours. (The Body Shop, 2004e). gage

The The

leader as citizen and change agent leader as citizen is concerned about civic health

and raising awareness for topics like domestic

violence.

is a sense of belonging to a certain com a person becomes in which active as a munity citizen. As discussed earlier, belonging as a need for zenship attachment is an important tale in the biography of Anita Roddick. engagement is also dri Citizenship ven by a sense of responsibility, which develops life. For Anita Roddick it manifested throughout itselfduring her adolescence when shemarched with the Campaign for Nuclear Disarmament and went on vigils in support of the for Freedom Campaign against Hunger. As a leader she used this citizenship spirit as a means of turning the "The Body Shop ? vision of making the world a better place - into

(Schudson, 1998) and shares an interest in producing public goods (Dagger, 1997, 100). A basis of citi

Caring for communities by giving something back. From the beginning Anita Roddick has followed a business in society approach based on the understanding "that wherever we traded we were an integral part of that consequent community, with responsibili ties and duties that could not be ducked"

(Roddick, 1991, 150). the environment by protecting Caring for resources (recycling principle), opposing ani mal testing, raising awareness in business and society for environmental protection. Caring for suppliers and offering fair business conditions. munity mark business-in-society an example applied. of how In 1989, Roddick started a com trade initiative that represents a land innovation and

reality" (Roddick, 1991, 141). In 1985, the first year as a public company, Anita Roddick and The Body Shop started their cam paigning trail following the motto that "businesses have

is

servant leadership can be

for activating rights. Many

to do good" the power (Roddick, 2005). have conducted more than 30 campaigns Since, they against animal testing, for protecting the planet,

self-esteem and defending human of the campaigns were carried out in

448 Nicola M.
cross-sector with environmental and

Pless Feminist researchers (Chodorow, 1978; Gilligan, the need for attachment and

cooperation

human peace, Watch.

On

among rights organizations, International and Human Rights Amnesty For Anita Roddick being a businesswoman and being an active poUtical citizen are no opposites.
the contrary,

them Green

1982) connectedness

understand

concept of "self-in-relations" what which

as a characteristic of a female identity , which contributes to an understanding (Gilligan, 1982). It prototypes has called a strategy of theweb, on drawing others closer, and

must be woven world,

tangled actions. The very act of organizing on a global basis is political because of culture, geography and differing value systems." (Roddick, 2000, 168). Even though Anita Roddick has been personaUy

into the fabric of business. In a global there are no value-free or poUticaUy disen

"...poUtical

awareness

and

activism

Sally Helgesen "concentrates

by strengthening the lines and orbs that knit the fabric together. Empathizing interrelationships, to tighten them, building up strength, working knitting loose ends into the fabric, it is a strategy that honors the feminine principles of inclusion, con and what Carol calls nection, Gilligan 'being in the world'." 1990, 58). In (Helgesen, responsible relationship understanding, pictures herself as a leader in themiddle of a web of relations. This image forms a sharp contrast to the traditional hierarchical understanding where line with this feminine

involved inmany of these campaigns they are always a coUaborative endeavor of different stakeholders and need to be run by employees in the company. important task for her as a leader has been to set for campaigning, platform ("We use to provide a cam our stores and our

An

Roddick

an example paigning

2005, 2), to create a culture of products" Roddick, to communicate that citizenship is an citizenship, integral part of doing principled business and to use different stake influence as a leader to mobilize to take coordinated action for the common

the leader sits alone at the top, a place where others cannot get close. Instead of leading from the top her preferred style is leading from the middle by being connected with, and close to others, even physically

holders

to become good (e.g., gaining support from NGOs aUiance partners, mobilizing staff to run the cam paigns and

like the ban on animal testing in theU.K., have set standards in the business world (fair trade business and have contributed to awareness raising practice) on social, environmental
consumers and

inspire customers to support them by 1991). Some of signing petitions, etc.; Roddick, these campaigns have resulted in legislative actions

and emotionally. Her leadership occurs in relation ships with different stakeholders. It is experiential and tangible, it is practical not rhetorical and it integrates what feminist theorists call "hand, brain and heart" (Rose, 1983) as the following citation illustrates. It describes a situation during one of her

networking

trips to developing

countries:

and human
business,

rights issues
and

Living leadership, and leadership by experience and not by rhetoric. So like going to visit one of our
community with flies

among

in

academia

society. In this sense campaigning can be understood as a form of "transforming leadership" (Burns, 1978, 2003) with the leader as an active citizen functioning
as a change agent.

sits in a bloody mud hut for three days holding babies,

or fleas. But that was the expectation of the

trade projects

no

founder

ever

goes

and

people Iwork with, that I'd be doing that, that I'd be in the middle. They were absolutely and rightly expecting me to be right in themiddle ofAfghanistan
to see if I could find a community trade project.

The

leader as networker

(Roddick, 2002, 4, 24-29). This understanding of leadership makes reference to some of the relationship texts of the female culture such as being caring (instead of indifferent), being close (instead of distant), being relationally connected and indepen (instead of relationally disconnected

female understanding of leadership and to the notion of the "web of inclusion" (Helgesen, 1990). Anita Roddick understands herself as a relationship builder

As feminist leadership research shows the metaphor of the leader as networker is closely related to the

and a networker: "the bUss of my job is networking ? finding people with visions similar to mine, or even greater." (Roddick, 1991, 228).

dent), being cooperative (instead of overly competi tive), being intuitive (instead of purely logical), being emotional being

and loving (instead of purely rational) and (see also empathetic (instead of exploitative)

Understanding Responsible Leadership 449 this approach 1997). According toRoddick Morgan, has also shaped the relationship culture within the organization: "the twin ideals of love and care touch everything we do: how we view our responsibilities, how we treat our staff,how we educate and com how we helped her to create a culture of responsible business. Ultimately, storytelling served her as a form of leadership to achieve different objectives:

municate, environment"

of an inclusive stakeholder network approach thatnot only embraces stakeholders from the business world

relate to the community and the (1991, 141). In fact, it forms the basis

word

(like employees, customers, suppliers, franchisees, and shareholders) but equaUy involves stakeholders that represent society and the environment and that sees "stakeholders instability" as sources of strength rather than in Wheeler and SiUanp??, (Roddick,

a ritual of teaching, every Friday [...], you had to teach rhetoric, per suasion, debate. And you'd have to finish the the legends of the day with a story,maybe brand. native a Americans... Storytelling became tale, against good or bad." (Roddick, 2002, 2: 26-30). to create a common glue in the vast growing

to create a common values-based spirit as a basis for corporate identity: "We didn't have a marketing department, we didn't know the Itwas

moral

1997, vii). In essence, leading as a principled and visionary networker is an activity of relating, of growing and sustaining theweb of stakeholder connections and of

caring for the network members. It implies a drive to in and through stakeholder realize the vision
engagement.

global network of local shops and franchises: "We had a video production company that to every shop produced one video per week in the country, one video a month to every in the world, and mostly about the of the product and how I found it ? story working with black farmers' federation [...] And people love stories... (Roddick, 2002, 1: 18-24). shop and manage "Whenever change: comes up, I have to go back and tell change the story. And the story is about a legend, what they did great, what inspired people... Some DEA great hand product, the fight with the in America burning the crops... Those are the great anecdotes. And it's all human scale. People do not care about market share, they don't about how to lead

The

leader as storyteller

knows that the people she works are searching for something more than just a job - "they also want to learn and find doing in their life. They are open to leadership meaning with

Anita Roddick

Body Shop to motivate sales staff,but also to communicate The Body Shop idea convincingly to external stakeholders. For her "leadership is funda about communication and dialogue" mentaUy The is the single (Roddick, 2000, 93), "[communication biggest word to leadership" (Roddick, 2002, 10: 34 create the world. said, words 35). "Wittgenstein got to have a language of sociaUy responsible business." (Roddick, 2002, 1: 23-26) This language

in the power of stories. Story teU ing has become one of her leadership principles, which she has passionately practiced since the startof Roddick believes

exactly the same direction stressing that if CEOs want to inspire people they have to unite an idea with an emotion and the best way to achieve that is story (2003, 6). Being by teUing a compeUing brought up with fables and fairy tales herself Anita

that has a vision, but this vision has to be commu nicated clearly and persuasively, and always, always with passion." argues in (2000, 79) Robert McKee

care about being big. They care ? it's you humanise that process

the gatherer, the planter, the harvester, how do you make that become a story." (Roddick, 2002,1: 11-16). to foster a cooperative and human working environment: "And we formalised that story had a gathering of stories telling. We which were people's best memories, worst memories? And we had storytelling as a form of management, we went to storytell It means ing conferences. getting a whole of people group together and managing

You've

together and telling the story. It humanized so managing the process had to be part of gathering a story." (Roddick, 1: 2002, 31-35).

450 Nicola M. In order to sum up, Anita Roddick exemplifies the to of storytelling as a leadership method power connect to different stakeholders, to inspire people, to create a values-based to foster a followers, sense of identity among and humane cooperative

Pless for all employees regardless of background; defending human rights and caring about the needs of future generations. The underlines that responsible can be understood as the art of building and leadership sustaining social and moral relationships between business leaders and different stakeholders based on
recognition, care and accountability.

case of Anita Roddick

working environment, glue in a network and to lead through times of change. global our analysis of Anita In order to conclude, her achievements and behavior shows Roddick's life, that as a leader she integrated different roles, which together form a consistent identityscriptof responsible leadership. The analysis also provides evidence that there are key forces thatmotivate responsible lead

to build common

Lessons

learned

ership, some of them are rooted in infancy such as the need for exploration and assertion, the need for attachment and affiliation, the need for recognition and a sense of enjoyment; others are developed during adolescence and in the course of Ufe such as the need for justice and a sense of care and responsibility. The case at hand also shows that business success

Iwould like to conclude the article with a summary of key learnings from the analysis of Anita Roddick's biographical narratives: A responsible leader is driven by a values based vision of the future that goes beyond business considerations and draws a broader state that embraces picture of a desirable economic, social, human, political and envi
ronmental aspects.

and social responsibility are not opposites, but can be integrated in a way that responsibility becomes the essence of the culture and brand and that business itself becomes found a force for social change. We also indications for the responsibilities that a leader feels accountable

morally conscious business for. There is the economic

success. It re responsibility of ensuring economic quires thewillingness to take over accountability for multiple responsibilities that include but are not re stricted to the following:

responsibility to create and sustain a viable and profitable business, to create jobs and pay taxes. Yet, the case of Anita Roddick shows that responsible leadership goes far beyond the

itself in Responsible leadership manifests in which leaders have to moments, defining make fundamental decisions with a long-term effect on future of environment and/or the people, Such moments the organization.

reveal the character and integrity of a leader. leaders reconnect in those "lead Responsible ership moments" damental values

professional
decisions using

(Useem, 1998) to their fun base, maintain personal and integrity and make principled
values as a moral compass.

the protecting responsibilities: ecological environment and bio diversity (e.g., fight against global warming) and ensuring sustain caring for the needs of in the world the underprivileged (e.g., pov erty alleviation, fight against AIDS); as a good cor political responsibilities: acting citizen in the communities in which porate one operates; protecting indigenous heritage and cultural diversity in countries in which one is active; and equal able development; social responsibilities:

leadership is rooted in an ethics Responsible of care driven by a desire to serve others. This

promoting active citizenship side the organization.

responsible leader reconciles the idea of the idea of corporate effectiveness with responsibility by being an active citizen and inside and out

implies on the one hand a certain degree of humility and modesty and on the other hand, an inclination to support others, specifically stakeholders, and to care for their
interests and needs.

This

human

responsibilities: ensuring a safe, fair, environment and respectful working

requires a leader to be connected and close to stakeholders. Metaphorically speaking a they need to be in the middle of web of

Understanding Responsible Leadership relations. Leading as a principled and visionary networker is an activity of relating, of grow of stakeholder ing and sustaining the web connections members.

451

for education means making channel:

It and curricula development. ethics and responsibiUty part of the curriculum at aU levels of the educational

and of caring for the network It entails a drive to realize the

vision in and through stakeholder engagement and requires relational skills such as being cooperative, empathetic. Anita Roddick
different

being

inclusive

and

being

gives an example of using sto as a leadership method to connect to rytelling

stakeholders, to create a values

development departments in organizations. It also requires rethinking and broadening the of educational methods and for in spectrum stance proaches. including experiential learning ap Last but not least, it also requires ethics an incremental part of the edu in aU domains

starting with kindergarten, primary and secondary schools and continuing at aU stages of adult education: coUeges, universities, executive education and also in learning and

based

foster a mon

environment

sense of identity among followers, to and human working cooperative in the company, to build com in a global network and to lead

making cation of teachers and coaches and at aU levels of education.

glue responsibly through times of change. Responsible leadership can be understood moral the art of building

as Conclusion to the case of Anita Roddick a better understanding reach of the concept of Her autobiographical material responsible leadership. In this article I used to get an idea of her identity script as a leader. The life storymaterial that she

and sustaining social and between business leaders relationships and different stakeholders (followers), based on a sense of justice, a sense of recognition, for a wide a sense of care and a sense of accountability range of economic, ecological, social, political and human responsibilities. life of Anita Roddick that a

aUowed me

The

over time. It is rooted in values forced and further developed ences and significant people.

gives evidence sense of responsibility is developed

that are rein

leadership to emerge. Anita Roddick's autobiography indicates that a strong moral values base coupled with self assertion, curiosity and the ability and will ingness to learn are an important prerequisite
to become a leader. Teachers, mentors and

and motifs passion, love and care. Values combined with a sense of purpose (a social vision) are a promising basis for responsible

by life experi It is driven by

responsible presents is highly consistent (e.g., consistency of substories and links between experiences in child hood and adulthood, between thinking and practice) and the

wholeness of values and virtues; (2) wholeness in the sense of being part of something larger than the ? 1999, 38) person (Solomon, being part of the as a natural and political system; and (3) wholeness in the sense of aligning thinking, feeling and person
acting. family, the community, the organization, the social,

identity script that she constructs "fits together as a coherent, virtuous whole" (Solomon, 1999, 97). Roddick's identity script comprises (1)

to become a but throughout life. However, leader requires not only cognitive responsible of cognitive, abilities, but a combination emotional, relational, and moral qualities. In order to take responsible leadership develop ment seriously has fundamental implications

play an important role in the devel authentic and responsible opment of whole, individuals and leaders, not only in childhood coaches

for others and for issues in the economic, social, natural and political environment. Last but not least, it is substantial and rich in moral lessons learned as we saw in the last section.

ues, thinking and acting; and secondly a coupUng of character and leadership responsibiUty which is dis played at different levels responsibility for herself,

life story is insofar a convincing example of responsible leadership as there is firstly a reliable alignment between words and deeds, between val Her

Nicola M. 452 Life stories also serve image impression manage in (Goffman, 1959) and reveal "the ways can project preferred and socially which leaders ment images of their identity" (Harvey, 2006, Den Hartog and Verb?rg (1997) classify Anita 12). communicative Roddick's style as a charismatic rhetoric. This served her on the one hand device desirable

Pless To creatively balance the financial and human needs of our stakeholders: employees, custom ers, franchisees, suppliers, and shareholders. To

ensure that our business is courageously sustainable: meeting the needs of ecologically

as a

the present without compromising the future. To meaningfully contribute to local, national, and international
care,

to inspire followers and evoke leadership commitment and moral (Shamir et al., personal on the other hand it served her as a means of 1994); dispersing her spiritual, moral and cultural message among different stakeholders and of creating a per sonal identity script and an external image of a is, as one feedback giver responsible leader which out, nearly "saint-like." This is also a limi pointed

communities a code
fairness,

in which

we

trade, by adopting
ensures honesty,

of conduct, which
and respect.

To

toiletries industry. To tirelesslywork to narrow

passionately campaign for the protection of the environment, human and civil rights, and against animal testingwithin the cosmetics and

tation of this analysis, which highlights the positive the biographical leadership sides. Simultaneously, material available only allowed insights into those

the gap between and practice, while making fun, pas principle sion and care part of our daily lives. Shop International (2004a).

aspects of the "inner theatre" that served the socially desirable image of the protagonist. From a clinical perspective this can be read as an indication for a certain 2004), tendency (Maccoby, especially since little is directly told by herself about the "dark sides" of her character. Yet, as stated in the narcissistic

The Body

Acknowledgments I wish to thank Anita Roddick for the interview and for authorizing the publication of this article. I am also port on themanuscript. I would
anonymous reviewers and guest grateful to Lynette Tan for comments and editorial sup Maak

beginning, the purpose of the article was not to search for clinical or moral pathologies, but to apply a positive scholarship approach and learn from best
practice narratives.

also like to thank the

editor Thomas

In this article I used

lowing clinical tradition

a single case approach

to undertake an

fol

for theirhelpful feedback during the review process.

search into the inner theatre of a responsible leader. The result is a qualitative and rich analysis, which deepens the understanding of responsible leadership.

explorative

Notes
The cUnical perspective was introduced into man

Future research could take the lessons learned in this article as a starting for a multi-case approach to more generalizable findings through cross generate case analysis. I hope
research in this area.

that this article inspires further

agement and leadership studies by Abraham Zaleznik (1966, 1990) and furtherdeveloped by his coUaborators Manfred Kets de Vries and Danny MiUer (1984, 1988).
In accordance with

Appendix Appendix The Body 1:Mission Shop "Our reason for being"

the innerworld of the leader the locus of investigation (Zaleznik, 1990, 6). The clinical view on leadership is based on four premises: Psychic Determinism: A key everything an individual thinks and does has a specific
cause behavior. in the and can be explained, locate even the of so-called reason personality irrational somewhere (Funder, Psychoanalysts structure and dynamics a number suspicious, assumption underlying the clinical approach is that

psychoanalytical

theory

they made

To

dedicate our business to the pursuit of social and environmental change.

2004). Against this backdrop Kets de Vries

identified dramatic, of neurotic detached, leadership depressive,

(2001a) has
styles (e.g., compul

and

Understanding Responsible Leadership sive personality). Unconscious Motivation: Behavior

understood "not as a result of a variety the of forces, which necessarily is (ibid. and within individual's awareness,

453

is
are

stage 6 as "moraUty of individual principles of con 3

science."

InMarch
by

(Kohlberg,

1984:

let alone control." (Zaleznik, 1990, 3). The underlying

assumption motives activities that behavior 5). is caused Thus, by of unconscious mental interest 1990, conflicting unconscious are special

2006 The Body Shop agreed to be taken

cosmetics company and L'Or?al. The fu

xxix).

over

the French

turewiU
maintain

show if it is possible for The Body

its cultural identity its values

Shop to

motives

for clinical psychoanalysts. With

they namic and explain processes emotional for instance such how as neuroses, like

regard to leadership
unconscious defense psychody mechanisms, and fear, on

BBC News reports that "L'Oreal said the Body Shop brand would be kept and the company would continue to be based in and run independently from itshead office in Littelhampton, West Sussex." (Available: http:// (published 17 March
Nancy Chodo newsvote.bbc.co.uk/mpapps/pagetools/print/news.bbc.

altogether.

influence leadership behavior, effect the relationship be

tween leader and and A followers success of and have an impact The past To the deter effectiveness mines behavior stand behavior act needs upon to the leadership. assumption experience. that drive at current situation: the past

impulses

greed,

envy

co.uk/2/hi/business/4815776.stm
From a psychoanalytical

2006). row (1978) explains differences in gender identity for mation through social processes of upbringing: In a
social ble their environment for early child where care women "mothers Uke, hand, For as Uke and are tend responsi largely to experience with, perspective

the present:

third key by

is that present under leadership stimuli one that also

is determined motivational it is not an enough the

past to look

forces

individual

in

given of

daughters On sons

as more the other

continuous

consider

residue

1990, 6). Internal structure the mind: Funder (2004, of 284) points out that a further key assumption of psy According to Freud's theory (1955) themind can be di vided into three parts: id, ego, and superego (Es, Ich and ?ber-Ich). The id represents the irrational and
emotional tional part part and of the the mind; superego the ego stands for the ra part characterizes the moral choanalysis is that the mind has an internal structure.

(Zaleznik,

themselves." their they

"mothers girls

as a male

opposite."

experience this means that iden

tify themselves as female and through a continuous

"sense of

experience

themselves

their mothers, a

which

is defined through attachment. In contrast, boys

themselves as being different from their mo

empathie

tie"

develop

female

identity,

experience

ther and develop a mascuUne

from her and

identity by differentiating
"their primary love

themselves

(Funder, 2004, 285). The clinical approach on leader ship focuses predominantly on the id and the ego.
Zaleznik, the nected with for instance, as an the understands the inner individual "aggregate of all the sensations reality of con the mind

stimulation

that arises within

and the body of the individual. The most important as

pect of inner stimulation occurs in connection with

and sense of empathie tie" (Chadorow, 1978, 150, 166-167, cit. in Gilligan, 1982, 7-8). Thus, while mas cuUnity is defined through separation femininity is de fined through attachment (Gilligan, 1982, 8). Bennis (1996) pubUshed an article in the Harvard
Business Review entitled "The leader as storyteller."

curta?ing

bodily need
much norms regarding business stand come attention as

and impulses"
to

(1990, 6). Therefore, not

the

is paid motivational superego Since,

the ethics.

of values and questions in drivers topics leadership; are to the domain of relegated our research is to under interest try to and over by

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