Responsible executive leadership A moral-identity analysis based on Barnard's conceptualization

Purpose - The purpose of this article is to develop a moral identity perspective on Barnard's conceptualization of executive responsibility. Design/methodology/approach - The paper uses a prospective study design, as an alternative to a transitional grounded approach, to develop a theory-based framework to compare textual patterns in Barnard's writings. By using Barnard's conceptualization of executive responsibility within the identity control theoretical framework, the paper analyzes the challenges of executive moral identification. Findings - The paper develops a theory-based, yet practical, typology of moral identification of responsible executive leaders. Research limitations/implications - Although this proposed typology appears rather parsimonious, it is recognized that issues of moral behavior are certainly complex, and therefore should be addressed in a requisite manner in future model developments. Originality/value - The paper posits that Barnard's conceptualization provides a useful channel to address the critical domain at the intersection of responsible executive leadership, identity, and ethics relative to the issues of CSR, diversity management, gender equity, and community involvement. The paper considers the typology of moral identification to be an operative conduit for subsequent empirical research and practical guidance for executive leadership development.