The following research focuses on identifying the leadership behavior and the relationship forms within corporate environment, noticed by high-leveled executives inserted in an organizational context of strong changes and practices of socio-responsible activities, diagnosing occasional affinities and recurrences, in trying to establish a behavioral pattern that can promote an organizational alternative approach, with focus on interpersonal relationships. As a way of accessing this matter, a conceptual trilogy is established and composed by leadership, by the context of administrative theories and the theory of stakeholders, justified by the practical action of social responsibility. Additionally, it is based on precepts of rationality, intrinsic to the purposes of interpersonal relationships associated to this work. The research is based on studies of multiple cases of global companies that deliver and practice speech of social responsibility. In complement, typologies and ratings from theories patterns have been used in the attempt to ratify the behavioral affinities highlighted. The results show that the executives see themselves as democratic, interventionist, controllers, guided to task and result, and see social responsibility with focus on the economic level and as a model of business aligned to the utilitarian strategy of the organization. This pattern is ratified by the repetition of diagnosis and behavioral recurrence, and by unvarying distribution of results, even facing distinct tools and a space between the written and the spoken speech. Yet, it is observed that these patterns, even inserted in a context that enphasies relationships, do not support a new organizational approach, as the kind of behavior and sharp similarity, reinforce the dominant speech of an instrumental and functional thought logic.