Thematische Bibliographien / Leadership Sustainability

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Auswahl der wissenschaftlichen Literatur zum Thema „Leadership Sustainability“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 12. Februar 2022

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Zeitschriftenartikel zum Thema "Leadership Sustainability"

Ulrich, Dave, und Norm Smallwood. „Leadership Sustainability“. Leader to Leader 2013, Nr. 70 (September 2013): 32–38. http://dx.doi.org/10.1002/ltl.20098.

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Bendell, Jem, und Richard Little. „Seeking Sustainability Leadership“. Journal of Corporate Citizenship 2015, Nr. 60 (01.12.2015): 13–26. http://dx.doi.org/10.9774/gleaf.4700.2015.de.00004.

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Broman, Göran, Karl-Henrik Robèrt, George Basile, Tobias Larsson, Rupert Baumgartner, Terry Collins und Donald Huisingh. „Systematic leadership towards sustainability“. Journal of Cleaner Production 64 (Februar 2014): 1–2. http://dx.doi.org/10.1016/j.jclepro.2013.07.019.

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Fry, Louis W., und Eleftheria Egel. „Global Leadership for Sustainability“. Sustainability 13, Nr. 11 (03.06.2021): 6360. http://dx.doi.org/10.3390/su13116360.

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Given the social and environmental challenges facing all organizations, there is a need for new leadership models, methods, and tools for implementing organizational change for sustainable development. Toward that end, we review current approaches to leadership for sustainability in terms of their conceptual frameworks and extant research, which all advocate a balanced stakeholder approach to leadership to address the social and environmental issues related to sustainability and sustainable development. Then, drawing from spiritual and being-centered leadership theories, we offer a model of Global Leadership for Sustainability (GLfS) that incorporates and extends the conceptual domain beyond current approaches to leadership for sustainability. In doing so we propose that spirituality, through the qualities of self-transcendence and interconnectedness, is critical for sustainability and is foundational for GLfS. We also emphasize the importance of cultivating a Global Mindset for Sustainability, which incorporates two ethical principles—an ethic of remote moral responsibility and an ethic of care and compassion. As a result, global leaders for sustainability become more committed to moving beyond satisfying stakeholders’ demands for economic returns, toward a more sustainable, triple bottom line, balanced approach. Finally, we discuss implications for theory, research, and practice of GLfS.

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Metcalf, Louise, und Sue Benn. „Leadership for Sustainability: An Evolution of Leadership Ability“. Journal of Business Ethics 112, Nr. 3 (10.04.2012): 369–84. http://dx.doi.org/10.1007/s10551-012-1278-6.

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Amore, Mario Daniele, Paola Profeta, Lilach Trabelsi und Maurizio Zollo. „Female Leadership and Environmental Sustainability“. Academy of Management Proceedings 2017, Nr. 1 (August 2017): 13773. http://dx.doi.org/10.5465/ambpp.2017.13773abstract.

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Kile, Frederick. „Sustainability, Peace, and Future Leadership“. IFAC Proceedings Volumes 31, Nr. 6 (Mai 1998): 1–7. http://dx.doi.org/10.1016/s1474-6670(17)40280-1.

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Adams, Donnie. „Turnaround Leadership for School Sustainability“. International Online Journal of Educational Leadership 3, Nr. 2 (15.04.2020): 1–3. http://dx.doi.org/10.22452/iojel.vol3no2.1.

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Throop, William, und Matt Mayberry. „Leadership for the Sustainability Transition“. Business and Society Review 122, Nr. 2 (Juni 2017): 221–50. http://dx.doi.org/10.1111/basr.12116.

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Strand, Robert. „Strategic Leadership of Corporate Sustainability“. Journal of Business Ethics 123, Nr. 4 (14.01.2014): 687–706. http://dx.doi.org/10.1007/s10551-013-2017-3.

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Dissertationen zum Thema "Leadership Sustainability"

Jutrakul, Rada, Erin Ring und Lennart Reymann. „Value Sustainability: Developing Affective Learning in Sustainability Leadership Programs“. Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-19888.

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As sustainability challenges increase in both frequency and magnitude, there is a growing need for leaders who can deal with such complexity. Education for Sustainable Development (ESD) develops knowledge,skills, and attitudes to enable the development of such leaders. This thesis focuses on the elusive “attitude” piece, more widely referred to as the affective domain. The research team interviewed experts on affective learning in either higher education or ESD contexts. Additionally, staff members from the case study organisation, Teach for Austria (TFA) were interviewed to determine how affective learning can be further developed within their fellow program. The five-level model (5LM) was employed to frame the findings of each interview set to provide recommendations for TFA. A feature of the Framework for Strategic Sustainable Development, the 5LM provides a strategic planning approach that allows for easier adaptation and implementation of the findings for other programs that wish to learn from this research. Therefore, this thesis serves to provide recommendations for developing affective learning in sustainability leadership programs. Making affective learning explicit and empowering one to reflect their own affective domain and their perspective on the world can have a positive impact on their life, as well as on their environment.

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Gleaves, Vaughn Orsborne. „Effective Leadership and Nonprofit Sustainability“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3772.

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A sustainability plan of an organization is useless without effective leadership in its design and execution. The purpose of this case study was to explore strategies that church leaders having at least 7 continuous years of organizational fiscal sustainability and leadership used to ensure fiscal sustainability. The study included 8 face-to-face and 2 phone interviews with 4 senior pastors, 3 associate pastors, a treasurer, a finance committee chair, and a certified public accountant who lived in the Akron, Ohio area along with a review of documents including a leadership meeting agenda and financial committee meeting agenda, provided by study participants. The transformational leadership theory was used to frame this study. Audio recordings were transcribed and analyzed along with interview notes and publicly available documents to identify themes regarding strategies used by church leaders to successfully achieve fiscal sustainability. Data analysis consisted of coding, thematic analysis, and key word analysis, which resulted in 4 major themes: mentoring strategies, where a pastor might get some good advise from someone knowledgeable about fiscal sustainability; training strategies on subjects like planned giving; education strategies on the use of websites and social media tools to improve the effectiveness of fundraising activities; and the importance of choosing the right leadership style as a strategy in improving fiscal sustainability. These strategies may contribute to social change if they are used by pastors and other church leaders to ensure fiscal sustainability in their organizations. Social implications may include increased attention on the varied benefits of sustainability and their adoption by individuals, businesses, organizations, governments, and society.

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Rosengren, Anna, Elsayed Mohamed Maher und Niklas Eklund. „Corporate leadership development programs towards sustainability“. Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14780.

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With the increasing level of complexity that leaders face today, represented in the accelerating pace of technology advancement and globalization, along with the climate change indicators reaching unprecedented levels, the need for good leadership quality has become more crucial than ever. The Framework for Strategic Sustainable Development provides a systems perspective, a principle-based definition and a way to strategically move towards sustainability, however still there is a need to specify what is required for leaders to lead organizations through this process. The aim of the thesis is to explore how corporate leadership development companies can develop the essential leadership competencies to address the sustainability challenge. The study used the Key Competences in Sustainability Framework as a base to interview six leadership development companies from different areas in the world. The findings revealed that there is an essential need for self-development for leaders to handle complexity, as well as the need from leaders to create the proper conditions for their organizations to utilize the competences from the KCSF. Furthermore the results also showcased the need for standard common definition regarding sustainability.

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Pepper, Coral Mary. „Leading for sustainability /“. Access via Murdoch University Digital Theses Project, 2007. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20071217.105345.

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Klöfver, Anna. „Purposes, People and Processes in Leadership for Sustainability“. Thesis, KTH, Organisation och ledning, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189444.

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Leadership is recognized as a crucial element for successfully introducing, implementing andinstitutionalizing change for sustainability. However, it is unclear which purposes, people and processes, regarded as core components of leadership, drive sustainability and how they do it. The objective of this thesis is to investigate how organizational leadership for sustainability can be conceptualized in terms of purposes, people and processes driving sustainability. Addressed research questions are: How is sustainability and leadership viewed and approached by organizational leaders? Which purposes, people and processes drive leadership for sustainability in organizations? How are these purposes, people and processes related in driving leadership for sustainability? To answer these questions, research data has been collected through a case study, primarily through 16 interviews with leaders in different companies who have explicit responsibility for sustainability. The findings suggest that: Purposes that drive leadership for sustainability are many. On an organizational level, a central driver is to meet stakeholder expectations, which in turn may create various business benefits. On an individual level, a core driver is the personal engagement of wanting to do something meaningful by contributing to sustainability and to the personal development of other people. People who drive leadership for sustainability have very mixed backgrounds and are associated with a wide range of abilities and qualities. However, the abilities to coordinate and to shift from silo thinking to systems thinking stand out. Combining generalist competences in systems thinking and coordination with specialist competences within environmental, social and economic dimensions suggests that key competences needed to drive sustainability could be described as M-shaped competences. Processes that drive leadership for sustainability can be described in terms of including elements from a wide range of leadership theories, such as transformational, ethical, shared and emergent leadership. Elements of many different leadership theories seem needed to understand what leadership for sustainability means and how it effectively can be approached. Based on these findings, the overall conclusion is that the 3Ps purposes, people, processes play important roles in driving sustainability. Linking these 3Ps of leadership with the 3Ps of sustainability planet, people, profit into the 6Ps of leadership for sustainability seem to provide a valuable lens or framework for analyzing and understanding organizational leadership for sustainability as it highlights central aspects that seem essential to balance and clarify in order to drive sustainability.
Ledarskap anses vara en avgörande faktor för att framgångsrikt införa, implementera och institutionalisera förändring för hållbarhet. Däremot är det oklart vilka syften, människor och processer, betraktade som centrala delar av ledarskap, som driver hållbarhet och hur de gör det. Syftet med denna studie är att undersöka hur ledarskap för hållbarhet i organisationer kankonceptualiseras i termer av syften, människor och processer som driver hållbarhet. Studiens forskningsfrågor är: Hur uppfattas hållbarhet och ledarskap av ledare i organisationer? Vilka syften, människor och processer driver ledarskap för hållbarhet i organisationer? Hur är dessa syften, människor och processer relaterade i att driva ledarskap för hållbarhet? För att besvara dessa frågor har forskningsdata samlats in genom en fallstudie, främst genom 16 intervjuer med ledare i olika företag som har ett uttalat ansvar för hållbarhet. Resultaten tyder på att: Syftena som driver ledarskap för hållbarhet är många. På organisationsnivå är en central drivkraft att möta intressentförväntningar, vilket i sin tur kan skapa olika typer av affärsnytta. På individnivå är en central drivkraft det personliga engagemanget att vilja göra något meningsfullt genom att bidra till hållbar utveckling och till andra människors personliga utveckling. Människorna som driver ledarskap för hållbarhet har mycket blandade bakgrunder och är förknippade med ett brett spektrum av förmågor och egenskaper. Men förmågan att amordna och att gå från sil tänkande till systemtänkande sticker ut. En kombination av generalistkompetenser inom systemtänkande och samordning med specialistkompetenser inom miljömässiga, sociala och ekonomiska dimensioner tyder på att en nyckelkompetens som behövs för att driva hållbarhet skulle kunna beskrivas som M-formade kompetenser. Processerna som driver ledarskap för hållbarhet kan beskrivas i termer av bland annat element från ett brett spektrum av ledarskapsteorier, såsom transformerande, etiskt, delat ch framväxande ledarskap. Element från många olika ledarskapsteorier verkar behövas för att förstå vad ledarskap för hållbarhet innebär och hur det effektivt kan drivas. Baserat på dessa iakttagelser så är den övergripande slutsatsen att syften, människor, processer spelar en viktig roll i att driva en hållbar utveckling. Att länka dessa tre delar av ledarskap (eng. 3Ps purposes, people, processes) med de tre delarna av hållbarhet (eng. 3 Ps people, planet, profit) i ledarskap för hållbarhet (eng. 6Ps of leadership for sustainability) verkar vara en värdefull lins eller ram för att analysera och förstå ledarskap för hållbarhet i organisationer eftersom det belyser centrala aspekter som verkar vara viktiga för att balansera och driva hållbarhet.

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Vargas, Anamaria, und Pietro Antonio Negro. „Driving organisational culture change for sustainability. Employee engagement as means to fully embed sustainability into organisations“. Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21729.

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When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.

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Bouvrain, Stanislas, und Darius Sarka. „Compatibility of Corporate Sustainability with a Cost Leadership Strategy“. Thesis, Linköpings universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-120077.

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BACKGROUND Exploring literature about corporate sustainability and cost leadership strategy and to study the collusion of the two concepts through the case of Ikea. AIM Researching whether firms can align corporate sustainability approach to doing business on the imperatives of a cost leadership strategy. The contribution aims to provide guidance on choosing appropriate sustainability activities within the context of cost leadership strategy. Furthermore, it should be noted that this paper sets out to analyze the compatibility between sustainability and cost leadership remaining/gaining competitiveness. METHODOLOGY The study regards Ikea’s implementation of sustainable business practices through a mixed method, via informal interview, bottom-employees survey and secondary data. FINDINGS Companies having a deep understanding of sustainability can achieve to conciliate their efforts toward sustainability with their cost leadership strategy. KEYWORDS Corporate sustainability, cost leadership strategy, triple bottom line, maturity phase, challenges, competitive advantage

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Roosth, Joshua. „UNIVERSITY LEADERSHIP IN SUSTAINABILITY AND CAMPUS-BASED ENVIRONMENTAL ACTIVISM“. Master's thesis, University of Central Florida, 2010. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3963.

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This thesis examines the development of environmental sustainability on 194 of the wealthiest colleges and universities in the United States and Canada. Campus-based environmental organization membership data, organizational profiles, participant observation, and sustainability grades (from the Sustainable Endowment Institutes College Sustainability Report Cards 2009) are used to examine the relationship between campus-based environmental organizations and sustainability of higher educational institutions. Linear regression is used to analyze the overall university sustainability grades as an outcome variable. Overall university sustainability grades are impacted by campus-based environmental activism social movement organizations, high endowment per student, the age of the university, and the presence of state renewable portfolio standards. My findings suggest that the Sustainable Endowment InstituteÂ s College Sustainability Report Card might be improved by including indicators of greenhouse gas reports and interdisciplinary courses on sustainability.
M.A.
Department of Sociology
Sciences
Applied Sociology MA

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Nwuke, Okechukwu Vitalis. „Leadership Transition Strategies for Medium-Sized Family Businesses' Sustainability“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4315.

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Medium-sized family businesses are major contributors to economic activities and job creation in Nigeria, but more than 50% of such family businesses fail after leadership succession. The purpose of this multiple case study was to explore the strategies that owners of medium-sized family businesses use to sustain the businesses after the leadership transition from the founders. The population for this study included 3 family business leaders in Lagos and Port Harcourt in Nigeria who have sustained their family businesses after the leadership transition from their founders. The conceptual framework for the study was based on the transformational leadership theory and the theory of planned behavior. Data collection was through semistructured face-to-face interviews and from company documents and artifacts. Data analysis was supported by follow up questions and member checking to enhance the credibility and trustworthiness of interpretations. The 4 themes that emerged were the founders' desire and support for transition, preparation of successors, trust and credibility of successors, and clarity of vision for both the founders and the successors. The findings from this study could contribute to positive social change by providing family business owners with strategies for managing leadership transitions to enable them to sustain their business operations after these transitions. Sustaining the family businesses might lead to a reduction in unemployment and enhance the incomes and well-being of the family members, communities, and Nigerian economy.

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Hardy, Jamison J. „Effects of Proactive Leadership on Sustainability in the Nonprofit“. ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1017.

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The not-for-profit community serves a vital societal role. Guided by the systems-theory, the purpose of this qualitative phenomenological study was to identify ways not-for-profit agencies could be more fiscally sound during difficult economic times and plan for uncertain futures. Face-to-face recorded interviews with 20 chief executives from different not-for-profit corporations in western Pennsylvania, were conducted to examine their professional lived experiences in order to collect best practices by which each executive dealt with difficult economic times. Structured interviews consisted of 8 questions that probed different aspects of the phenomena of dealing with fiscal challenges. Transcribed data were coded for both a priori and emergent themes and were categorized according to a cross-case similarities and differences of the specific responses of the CEOs. The convergent across-case findings of the current study indicated that leaders should (a) have a strategic plan, (b) utilize metrics to evaluate outcomes against goals, and (c) be willing to adjust plans accordingly. Almost all of executives indicated that remaining fiscally healthy was critical so that his organization could achieve its primary mission of serving their community. Not-for-profit organizations provide medical care to the homeless, care for the needs of the elderly, and provide specific services to children with metal disabilities helping them to become more productive. The current study contributes to positive social change by informing best practices regarding how not-for-profit corporations can continue to provide these critical social services through sustainable business practices, especially during those difficult economic times when their services are most needed.

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Bücher zum Thema "Leadership Sustainability"

Henriksson, Henrik, und Elaine Weidman Grunewald. Sustainability Leadership. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2.

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Stanwick, Peter A., und Sarah D. Stanwick. Corporate Sustainability Leadership. First Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351024983.

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Ritz, Aixa A., und Isabel Rimanoczy, Hrsg. Sustainability Mindset and Transformative Leadership. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76069-4.

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Leadership & sustainability: System thinkers in action. Thousand Oaks, Calif: Corwin Press, 2005.

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Leadership for sustainability: An action research approach. Sheffield, UK: Greenleaf, 2011.

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Knox, Singleton J., und Wadhwa Seema S, Hrsg. Sustainability for healthcare management: A leadership imperative. London: Routledge/Earthscan, 2013.

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Dhiman, Satinder, und Ramanie Samaratunge, Hrsg. New Horizons in Management, Leadership and Sustainability. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62171-1.

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Fullan, Michael. Facilitator's guide, Leadership & sustainability: System thinkers in action. Thousand Oaks, Calif: Corwin Press, 2007.

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Organizational change, leadership and ethics: Leading organizations toward sustainability. Abingdon, Oxon: Routledge, 2012.

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The positive deviant: Sustainability leadership in a perverse world. Washington, D.C: Earthscan, 2010.

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Buchteile zum Thema "Leadership Sustainability"

Gutterman, Alan S. „Sustainable Leadership“. In Managing Sustainability, 73–84. New York: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003055440-7.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Introduction: The Case for Action“. In Sustainability Leadership, 1–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_1.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Society as a Stakeholder“. In Sustainability Leadership, 173–99. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_10.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Making Business Sense of the SDGs“. In Sustainability Leadership, 201–21. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_11.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „The Next Sustainability Frontier Is Digital“. In Sustainability Leadership, 223–44. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_12.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Finding Your Personal Influencing Platform“. In Sustainability Leadership, 245–66. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_13.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Conclusion: No Time to Lose“. In Sustainability Leadership, 269–71. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_14.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „The Northern Lights Shine Bright“. In Sustainability Leadership, 11–29. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_2.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „Purpose-driven Leadership“. In Sustainability Leadership, 33–49. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_3.

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Henriksson, Henrik, und Elaine Weidman Grunewald. „A Stake in the Ground“. In Sustainability Leadership, 51–64. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42291-2_4.

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Konferenzberichte zum Thema "Leadership Sustainability"

Zaharia (Ştefănescu), Diana Elena, und Bogdan Ştefănescu. „Leadership and Motivation, Determinants of Sustainability“. In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/10.

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This article pays more attention to the analysis of the direct relationship between staff motivation and applied leadership, with the final result - the sustainability of the organization's activity. Organizational culture and the environment are characterized by mutual adaptation, by the way in which human practices and organizations are led to a cohabiting relationship. Their adaptation is defined as a learning process, rather than an activity in itself, guided by material forces. Through this article we aim to highlight the importance of the interdependent relationship between staff motivation, leadership and sustainability. A big obstacle is the lack of awareness of this triangular relationship, at the level of the organization's management. Starting from the theory of self-motivation and from the research of psychologists Edward Deci and Richard Ryan, we deduce that each individual has three basic psychological needs: the need for connection, the need for competence and the need for control, which must be met. If, at the level of the organization's management, there is a real concern about these needs, employees will feel motivated to maximize their involvement in achieving proposed objectives. The need to connect refers to the desire to be visible, valued, respected, unique, self-confident, connected, belonging to a group. The need for competence implies the need to be able, to succeed. The need for control is the power to make decisions, to make choices, to be the source of your own behaviors. Satisfying these needs of the team members must be a real concern of the leader, if the sustainability of the organization's activity is desired.

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Sulaeman, A., E. T. Sule, H. Hilmiana und M. F. Cahyandito. „Entrepreneur Transformational Leadership for SME’s Business Sustainability“. In 3rd Global Conference On Business, Management, and Entrepreneurship (GCBME 2018). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200131.051.

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Șerban, Corina, Andreea Bichel, Cristinel Vasiliu und Laurențiu Tachiciu. „Ethical Leadership: Concept Contextualization for PostPandemic Sustainability“. In 7th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2021. http://dx.doi.org/10.24818/basiq/2021/07/045.

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„Corporate Sustainability: The Impact of Corporate Leadership Gender on Year Over Year Performance“. In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4213.

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Aim/Purpose: Women continue to be underrepresented in corporate leadership positions in the global market. Research examining the impact of female leadership influence on corporate sustainability over time is limited. This paper contributes to the literature addressing leadership gender, corporate sustainability, and business ethics. Background: Previous literature suggests the long-term effectiveness of corporate sustainability improves when females are in corporate leadership positions because of gender diﬀerences in business strategy and ethical considerations influenced by social roles. Methodology: This quantitative study will examine the relationships between corporate leader-ship gender, financial performance, environmental performance, social performance, and governance performance over four years. A sample of 99 multinational and large corporations participating in the Corporate Sustainability Assessment (CSA) from 2014 to 2017, were selected from the S&P 500 Dow Jones Sustainability North American Composite Index. Contribution: Examining CEO, C-Suite, and Board of Director gender influence on both financial and ESG constructs in a single study is unprecedented. This research also introduces a paradigm shift in defining and analyzing corporate sustainability constructs to create a holistic view for equal consideration of financial and nonfinancial performance. Findings: The evidence suggests the impact of female leaders on year-over-year sustainability is significantly greater than that of their male counterparts across several performance outcomes, industries, and time periods. Due to the small sample size, the effect is small; however, enough information is available to successfully test hypotheses with the proposed holistic approach. Future Research: Corporate sustainability as an area of competitive advantage for women leaders and more global studies focusing on female leadership and corporate sustainability performance over time is needed.

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Dominiece-Diasa, Baiba, Ineta Portnova und Tatjana Volkova. „STRATEGIC FORESIGHT: TOWARDS ENHANCING LEADERSHIP CAPABILITIES AND BUSINESS SUSTAINABILITY“. In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.05.

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Organizations with well-developed strategic foresight capabilities have higher level awareness about the emerging pattern of external environment threats and opportunities and make better decisions to respond to these challenges. Scholars emphasise that even though topics on leadership and leadership capabilities have become increasingly popular, there is still little research on concepts and methods of ”futures studies”. Research purpose is to investigate the level of development of strategic foresight capabilities on the top management level in the drone industry and its application for ensuring long term business sustainability. Research methodology: a case study method and semi-structured inter-views. The main results of the research show that the drone industry applies some strategic foresight capabilities which are not fully recognized and exploited systematically by the business leaders. De-velopment and application of strategic foresight capabilities could be considered as a strategic priori-ty in the industry.

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Kingston, Peter, und Jay Wagner. „Sustainability and HSE/CSR Performance: The Role of Leadership“. In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2004. http://dx.doi.org/10.2118/86789-ms.

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Lethole, Lieketseng, June Palmer und Edwin de Klerk. „EXPLORING THE IMPLEMENTATION OF TEACHER LEADERSHIP IN LESOTHO HIGH SCHOOLS“. In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end133.

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Whilst teacher leadership is an evolving concept with a potential that has yet to be realized, the fostering of teachers’ leadership growth remains a sustainability element in education worldwide. Teacher leadership for sustainability indicates a fresh and extended consideration of leadership emphasising sustainability principles and providing leadership that transforms the school environment while engaging in collaborative efforts to do so. Located in the interpretive paradigm, this qualitative study sought to elicit the views of Heads of department (HoDs) and District Education Managers (DEMs) in Lesotho high schools to explore the views they consider most relevant in developing teacher leadership skills to ensure leadership succession as sustainable practice. The findings reveal that to achieve sustainable teacher leadership, there is a need to withdraw from a top-down hierarchical model of leadership towards more flexible, transformative, and empowering approaches to leadership. Furthermore, in order to maintain sustainable teacher leadership, HoDs and DEMs must be innovative in providing reflective plans for professional development that can sustain teachers throughout their careers and foster learning environments that are healthy for teachers, learners, and the school. The study recommends that school leaders should mobilise the leadership expertise of teachers in their schools in order to create more chances for transformation and capacity building. Sustainable teacher leadership can help bring about great improvements in a school, including extending the scope of leadership beyond what the HoDs and DEMs cannot achieve alone, and building their relationship capacity to become collaborative change agents.

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Dudar, Linda, Shelleyann Scott und Donald E. Scott. „Session 9: Sustainability, Policy and Leadership | Inclusionary Leadership for Fast-paced Change: Exploring Approaches that Worked“. In World Congress on Special Needs Education. Infonomics Society, 2014. http://dx.doi.org/10.20533/wcsne.2014.0035.

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Ali Khan, Muhammad Waris. „Sustainability Through Green Procurement: Interplay Between Leadership and Institutional Pressures“. In ICBSI 2018 - International Conference on Business Sustainability and Innovation. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.08.20.

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GRIGORESCU, Adriana, Cristina LINCARU und Speranta PIRCIOG. „Ethic Leadership Trigger for Talents“. In 1st International Conference Global Ethics - Key of Sustainability (GEKoS), 15 May 2020, Bucharest, Romania. LUMEN Publishing house, 2020. http://dx.doi.org/10.18662/lumproc/gekos2020/05.

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Berichte der Organisationen zum Thema "Leadership Sustainability"

Schneider, Megan. Student Sustainability Leadership Development at Portland State University: Developing Holistic Sustainability Leaders. Portland State University Library, Januar 2000. http://dx.doi.org/10.15760/etd.7234.

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Quinn, Laura, und Jessica Baltes. Leadership and the triple bottom line: Bringing sustainability and corporate social responsibility to life. Center for Creative Leadership, 2007. http://dx.doi.org/10.35613/ccl.2007.2012.

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Coultas, Mimi. Strengthening Sub-national Systems for Area-wide Sanitation and Hygiene. Institute of Development Studies (IDS), Mai 2021. http://dx.doi.org/10.19088/slh.2021.007.

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From late 2020 to early 2021, the Sanitation Learning Hub (SLH) collaborated with local government actors and development partners from three sub-national areas to explore ways of increasing local government leadership and prioritisation of sanitation and hygiene (S&H) to drive progress towards area-wide S&H. For some time, local government leadership has been recognised as key to ensuring sustainability and scale and it is an important component of the emerging use of systems strengthening approaches in the S&H sector. It is hoped that this work will provide practical experiences to contribute to this thinking. Case studies were developed to capture local government and development partners’ experiences supporting sub-national governments increase their leadership and prioritisation of S&H in Siaya County (Kenya, with UNICEF), Nyamagabe District (Rwanda, with WaterAid) and Moyo District (Uganda, with WSSCC), all of which have seen progress in recent years. The cases were then explored through three online workshops with staff from the local governments, central government ministries and development partners involved to review experiences and identify levers and blockages to change. This document presents key findings from this process.

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