Regulatory pressure and organizatioal behavior in the Dutch banking system a system dynamics approach

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Summary The aim of this study was to gain a better understanding of how the active use of Ulrich et al.’s HR competency model (2013) by line managers contributed to the stimulation of responsible leadership within organizations. On the basis of a deductive qualitative research conducted by 12 in-depth interviews with line managers, HR professionals and employees from various organizations, the existing knowledge of HRM’s contribution to the concept of responsible leadership was improved and expanded. Furthermore, the study gave new perspectives on the key role that HRM can play into successful exercising of responsible leadership by line managers within organizations. The findings showed that all HR roles of the HR competency model (Ulrich et al., 2013) correspond partially or largely with the role descriptions of the roles of the roles model of responsible leadership (Maak and Pless, 2006). In addition, four HR roles could have the most important contribution for line management in stimulating responsible leadership within organizations. Furthermore, the HR department fulfills a key role in the support and encourage of the line management in further stimulating responsible leadership within the organization. Finally, theoretical and practical implications, limitations and provided recommendations for future research are discussed.
Faculteit der Managementwetenschappen