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Responsible leadership has emerged as a major theme in academic and practical management discourse. In this paper we provide an overview and synthesis of existing and emerging research on responsible leadership and propose a unifying framework for explaining leaders' propensity to engage in two types of socially responsible behavior: �do good� and �avoid harm.� The framework models the linkages among individual, situational, organizational, institutional, and supranational influences on responsible leader behavior and describes the mechanisms by which these factors may affect a leader's decisions and actions. Our analysis suggests that �do good� and �avoid harm� behaviors are conceptually distinct categories, with different psychological bases and different antecedents that predict them. Further, we find that individual-level and contextual factors combine and interact to influence responsible leader behavior, and a key aspect of the environment in which leaders act and make decisions�situational strength�moderates the relationship between individual-level factors and a leader's propensity to engage in �do good� and �avoid harm� behavior. In addition to providing directions for future research on responsible leader behavior, this article has several implications for practice, specifically how to select, train, and develop socially responsible leaders.
