Leadership is often described in the language of targets, performance, and visible authority. Yet the more decisive question usually lies elsewhere: what kind of moral world does a leader create for other people? Long before a public scandal appears, an organisation is often quietly taught what may be ignored, excused, or traded away. That is why responsible leadership must be studied not as a cosmetic add-on to management, but as a practical discipline of judgement, character, and institutional influence (Burns, 1978; Gardner, 1990). This booklet treats leadership as a moral practice before it treats it as a managerial technique. It begins from a simple claim: leadership shapes not only decisions, but also the climate in which other people work, comply, dissent, innovate, and trust. Every incentive carries a moral signal. Every promotion reveals a norm. Every tolerated compromise teaches the organisation how far it may bend. A leader may therefore be efficient and still be damaging, or demanding and still be worthy. The central issue is not only whether a leader can move people, but whether that movement deserves to be called responsible leadership (Ciulla, 2014; Brown & Trevino, 2006). • Introduction • Section 1 Moral Leadership • Section 2 Moral Reasoning • Section 3 Authentic Leadership • Section 4 Servant Leadership • Section 5 Heroic Leadership • Section 6 Ethical Climate • Conclusion • References