Trust, religion and responsible leadership: how employees judge leaders in fragile institutional contexts

Purpose
Recent research has increasingly focused on the moral and ethical dimensions of leadership. This paper examines how the evolving concept of responsible leadership fosters employees’ trust within ethically fragile and institutionally unstable business environments. Rather than treating responsible leadership as a fixed normative framework, this study repositions it as a dynamic arena where diverse stakeholders hold conflicting expectations.

Design/methodology/approach
The study adopts an exploratory qualitative design, drawing on 22 in-depth semi-structured interviews within a case study framework. This methodology enabled a nuanced and thorough analysis of how employees perceive and navigate the complexities of trust dynamics in the organisational context.

Findings
Empirical evidence reveals diverse expectations of responsible leadership, shaped by multidimensional contextual factors such as religion and cultural norms. It argues that both relational and contextual factors illuminate the evolving processes through which leadership is legitimised, trust is sustained, and organisational cohesion is maintained amidst fragile formal systems and unstable societal institutions.

Research limitations/implications
While this paper broadens the concept of responsible leadership beyond a Western-centric perspective, its findings are largely drawn from a single organisational context. Given Nigeria’s considerable diversity, additional research is needed to strengthen these claims and improve the generalisability of the conclusions.

Practical implications
This paper provides actionable insights for enhancing leadership and organisational development, especially in settings where institutional safeguards are fragile or uncertain.

Originality/value
By examining responsible leadership through the lens of the Nigerian context, this study underscores the role of local context in organisational research. Its findings emphasise the importance of developing leadership theories attuned to and adaptable to distinct cultural realities.