The tumult of the early 21st century created a need for leaders who act responsibly in times of crises. Responsible leadership differs from other leadership styles in its attention to the engagement of diverse stakeholders and decisions that support the common good. In the growing field of responsible leadership studies, scholars call for more research into the development of leaders who act responsibly in times of crises. The paper answers that call through Bandura's (1986) social cognitive theory as a framework to study the personal, behavioral, and environmental factors that shape leaders who act responsibly in crises. The study applies a qualitative approach to data collection through interviews with 10 leaders of public, private, and nonprofit organizations who demonstrated responsible leadership in crises. The study found role models and experiences in youth shaped the leaders' human-centered values. Higher education had less impact. Participants supported values for common benefit and facilitated communication with diverse stakeholders. To enhance their leadership skills, participants engaged in self-reflection and self-regulation. The study findings support four recommendations for the academy and organizations. Recommendations include reconsideration of current practices of leadership education and development, and actions that promote hiring practices, professional development, and social network supports. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]