Until now, there has only been a shallow understanding of how the leadership actions of project managers interact with ethics and social responsibility. The is the first study to investigate how the relationships among managers, team members, and other stakeholders can bring about personal and ethical conflicts that impact decision making. They examine the factors that enable and constrain responsible leadership, looking at the issues faced by project managers as they interact with team members and other stakeholders. Responsible Leadership also provides new insights into how project managers view the moral implications of conflicts that occur as they conduct their work and is a valuable addition to the project management toolkit.

About the Author

DR. ALESSIA D’AMATO is a lecturer in HRM and organizational behavior at Southampton Business School (United Kingdom). Prior to joining Southampton University, she worked in major multinationals as well as the London School of Economics. PROFESSOR NICHOLAS CLARKE is professor of human resource management and organizational behavior at EADA Business School, Barcelona. He has published extensively in these areas in a number of journals, including Leadership Quarterly, The Journal of Business Ethics, Human Resource Management. PROFESSOR MALCOLM HIGGS is professor of human resource management and organization behavior within South-ampton Business School at the University of Southampton. Prior to joining Southampton, he held posts at Henley Business School. DR. RAMESH VAHIDI leads the MSc in project management, and teaches modules on project management. She holds a PhD in project management, an MSc in international project management (Distinction), and an MSc and BSc in industrial engineering.

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