Addressing the grand societal challenges of our time requires innovative, collaborative solutions involving diverse stakeholders. However, multi-stakeholder collaborations face the challenge of multi-rationality: while constructive collaboration is essential for solving complex problems, tensions, ambiguities, and conflicts between stakeholders complicate the process. However, a research gap exists regarding the necessary mindset shifts and competencies needed for constructive collaboration in a responsible way. As responsible leadership research has recently entered a quest toward a competence model for responsible leadership, we contribute one vital element: multi-rational competence. This competence is the mindset and ability to act, enabling responsible leaders to navigate complex challenges by constructively engaging with diverse stakeholders and fostering a collaborative environment. Our work introduces multi-rational competence and presents a process model illustrating its effects in responsible leadership within multi-stakeholder contexts. This model shows how multi-rational competence forms the foundation for constructive collaboration in multi-stakeholder settings, aiding in tackling grand challenges. Our research aims to guide leaders, inspire educational initiatives, and support future investigations.

This study examines how authentic leadership mitigates employees' workplace deviance. Drawing from leadership as relationship-building aspect, we propose followers’ hope mediates in the relationship between authentic leadership and their workplace deviance. We also propose leader humor as a situational factor moderating the relationship between authentic leadership and followers' hope. Empirical findings by analyzing 357 business individuals’ responses from US business organizations support all proposed hypotheses in this research. This research provides theoretical and managerial implications about the critical roles of hope for authentic leadership as relationship-building between leaders and followers.

The increasing demand for ethical practices and healthy work environments necessitates addressing workplace toxicity, which includes incivility, harassment, bullying, and deviant behaviour. Such toxicity undermines organizational effectiveness, leading to job dissatisfaction, burnout, psychological harm, and reputational damage. This study explores the mechanisms underlying workplace toxicity through a novel framework rooted in personalist virtue ethics and the Interprocessual Self (IPS) theory. Toxic individual characteristics, such as traits from the Dark Triad (narcissism, psychopathy, and Machiavellianism), interact with team dynamics and organizational factors, creating harmful climates. Toxic behaviours in leadership propagate throughout organizations, exacerbating these issues via breaches of psychological contracts and moral disengagement.

This research moves beyond traditional reductionist analyses, offering a holistic view of individuals within organizations. It emphasizes cultivating virtuous behaviours and fostering ethical climates to transform toxic environments. Grounded in personalist moral psychology, the proposed framework integrates virtue ethics to promote human flourishing and the common good in organizational settings. By advocating for genuine moral engagement and empathy, the study contributes to humanistic management practices aimed at fostering ethical organizations. This framework serves as a foundation for future empirical research, supporting the development of healthier, interconnected organizational environments that benefit all stakeholders.

Employment is crucial in enhancing individual well-being and promoting the social and economic inclusion of people with disabilities within business and society. This issue is increasingly important as the global working-age population declines, particularly in developed countries such as Europe, Australia, and America because these demographic shifts create labor shortages, which could present new employment opportunities for individuals with disabilities as businesses seek to diversify and fill workforce gaps. In contrast, individuals with disabilities in less developed regions, such as in Africa and Asia, face even more significant challenges to full societal participation. Addressing the barriers that people with disabilities encounter daily is vital to recognizing their value as an integral workforce resource and equal participants in business and society. This paper explores the current state of research on disability and work inclusion within business and society literature. Instead of focusing on a single group, disability is defined according to the World Health Organization's International Classification of Functioning, Disability, and Health (ICF). Key issues examined include: the complexities of social inclusion, the legal context of workforce participation for people with disabilities, and the various barriers and enablers affecting employment. For each topic, we highlight key findings from the existing literature and identify areas that require further investigation. The paper concludes with a research agenda on disability and employment, offering recommendations for further research within the context of business and society.

Considering the big, global societal challenges such as geopolitical instability, environmental degradation, and social inequality, the demand for responsible leadership is more crucial than before. The constant changes put the leadership under significant pressure from various angles, and the managerial role is not seen as tempting as before. All this increases the importance of those working in demanding managerial positions as they play a crucial role in setting vision and creating work well-being, growth opportunities and meaningful work in their work communities, especially in the precarious industries. The aim of this study is to explore how managers in precarious industries such as tourism and hospitality perceive meaningfulness in their daily work and how this experience influences their understanding of responsible management and perceptions of ethical actions. The results, based on 30 semi-structured interviews, suggest that managers experience meaningfulness in their daily work through the well-being and psychological safety of employees, fair leadership, alignment of their own and the organisation's values, adherence to values and the ability to implement ethical principles, as well as leading with transparency and a commitment to mutual values.