Doctoral Project Abstract
The Imperative for Socially Responsible Leadership: Highlighting the Premise of Social Entrepreneurship as a Leadership Model
This manuscript provides insights and recommendations to support a social entrepreneurial model as an approach to strategic thinking in transformational leadership. Further, this manuscript emphasizes the relevance of spiritual incentives in social entrepreneurship and suggests that social responsibility is becoming an increasingly expedient leadership criterion as organizations, social, commercial and political, become increasingly interdependent worldwide. To this end, this manuscript is divided into four parts.
Part one examines leadership desire and calls into question the driving forces that propel the quest for influence. This section illustrates the critical realities of global influence and leaders' psychological needs as they amass support for interrogation into the intrinsic motivations for leadership. Part two highlights major threats to global coexistence between affluent and impoverished nations and suggests future implications of widening economic disparities with which twenty-first century leaders will have to contend. This second section makes the point that human suffering, whether within or beyond national borders, begs the impassioned attention of leaders globally. Part three introduces the social entrepreneurship leadership model. The social entrepreneurship model directs leadership ability and influence toward moral and civic responsibility; subordinating efforts toward economic ascendancy. The social entrepreneurship leadership model accepts moral responsibility for bringing about change within organizations and to communities through individual and collective efforts. Additionally, the social entrepreneurship model addresses the emerging role of spirituality in organizational conscientiousness and the integration of socially responsible leadership. Citing the United States public education system, part four illustrates how the social entrepreneurship leadership model is relevant to various industries. Part four recalls recent national education reform efforts and offers comparative suggestions for the judicious application of the social entrepreneurship model.
The foundation for the exposition as a whole is that innovation in any organizational setting begins with the social consciousness and alternative thinking that characterize the social entrepreneurship model's boldness to look at new and different ways of addressing pressing issues.