University of Vaasa - Vaasan yliopisto

Table 1. Responsible leadership identity for individuals, organizations and societies.
RESPONSIBLE
LEADERSHIP
IDENTITY:
1. Value basis Strong
foundations in
education and
active
involvement.
Thirst to
constantly learn
more from every
2. Self-image =
external image
3. Time
perspective
4. Role
experimentation
5. Anticipation
of achievement
6. Leaderfollower
relation
Individuals Organizations Societies
available source.
Strong
responsible selfimage.
Challenged by
irresponsible
external images,
but stands strong.
Long time
perspective with
plans but also
immediate actions
to improve the
situation.
Several roles
(activist,
politician).
Integration.
Success
anticipated in the
needy quarters but
struggles with
rulers and critics.
Strong leaders
with cooperation
skills, but not
willing followers.
Burnout
prevented by
focus and
delegation.
Empowering people
by giving them a
chance.
Environmentally
benign initiatives.
Strong responsible
self-image.
Challenged many
times by
irresponsible external
images, but always
stands strong. A
weak point remains.
Long-term sociocultural
and
environmental
responsibilities are
not compromised by
profits, which still
accumulate.
Continuous inventing
of creative new
responsible
initiatives.
After initial risks,
rapid growth and
continued success
due to answering an
unanswered need in
society.
Leadership
maintained by
always re-creating
and expanding the
mission before
becoming a follower.
Need to create
nationally and
globally shared
values.
685
Need to match selfimage
and external
image for a
genuinely
responsible identity.
Need to take
immediate actions
and make long-term
plans that are
coordinated
nationally and
globally.
Need for role
experimen-tations
for division of roles
between countries.
Need for visions of
hope expressed by
leaders of countries.
Need for leadership
for each country in
its areas of strength
and followership in
other areas.
Cooperative and fair
national and global
sharing of the
outcomes.