From climate change to technological disruption, today's leaders are operating in a more complex and more highly scrutinised world. Communities, employees and customers are asking businesses to think beyond profit and short-term gains and take responsibility for the wider impact of their decisions.
The concept of responsible leadership has been discussed for decades, but recent events have made its importance impossible to ignore. Australia has seen its share of cautionary tales, for example the recent inquiries into Crown Resorts which exposed the damage caused by weak governance and poor accountability eroding public trust.
By contrast, many leaders and organisations have charted a different course including Atlassian's Mike Cannon-Brookes who has become a high-profile advocate for corporate action on climate change, showing that business leaders can play a critical role in shaping national conversations. Bank Australia has built its reputation on ethical banking, refusing to invest in fossil fuels or harmful industries, and Who Gives A Crap, the social enterprise founded by Simon Griffiths, reinvests half its profits to improve global sanitation. These examples highlight how values-driven decision-making can build trust, loyalty, and long-term resilience.
So, what sets a responsible leader apart? Integrity, accountability and a willingness to think long-term. Responsible leaders act with transparency, acknowledge mistakes when they occur, and make choices that balance the needs of shareholders with those of employees, customers, communities and the environment.
Professor Naomi Birdthistle, Director of Griffith University's MBA, says these qualities are increasingly non-negotiable for anyone seeking to make an impact in leadership.
"Responsible leadership is not about perfection; it's about having the courage to do what is right, even when it's difficult. It means being honest, thinking about the long-term impact of your decisions, and recognising that leadership is about people as much as it is about profit," she says.
This perspective is also reshaping how business education is taught. At Griffith Business School, concepts like sustainability and ethics are not treated as standalone topics but woven throughout the MBA program. Courses encourage students to challenge traditional business logic, consider the wider systems their organisations operate within, and reflect on the kind of leaders they want to be.
Graduates often describe the experience as a shift in mindset, one that broadens leadership beyond quarterly results to a form of stewardship: of resources, communities and trust.
This kind of leadership is not static. It requires ongoing reflection, continuous learning and the ability to adapt as challenges evolve. In practice, it means engaging with a diverse range of stakeholders, listening carefully, and making decisions that are inclusive as well as strategic. It also means building cultures within organisations where openness and accountability are valued, and where purpose is not separated from performance.
As global and local challenges intensify, the demand for leaders who can balance commercial success with social responsibility is growing. What was once seen as a "nice to have" is now central to building organisations that can endure, inspire and contribute positively to society.
For Griffith, fostering this type of leadership is about preparing graduates not only to succeed in their careers, but to help shape a future where business and societal wellbeing are deeply connected.
"The leaders who will thrive in the years ahead are those who understand that success is not measured by profit alone. It's also measured by the trust you build, the impact you have on people's lives, and the legacy you leave for future generations."
Professor Naomi Birdthistle
