Journal articles: 'Leadership Sustainability'

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Ulrich, Dave, and Norm Smallwood. "Leadership Sustainability." Leader to Leader 2013, no. 70 (September 2013): 32–38. http://dx.doi.org/10.1002/ltl.20098.

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Bendell, Jem, and Richard Little. "Seeking Sustainability Leadership." Journal of Corporate Citizenship 2015, no. 60 (December 1, 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, and Donald Huisingh. "Systematic leadership towards sustainability." Journal of Cleaner Production 64 (February 2014): 1–2. http://dx.doi.org/10.1016/j.jclepro.2013.07.019.

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Fry, Louis W., and Eleftheria Egel. "Global Leadership for Sustainability." Sustainability 13, no. 11 (June 3, 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, and Sue Benn. "Leadership for Sustainability: An Evolution of Leadership Ability." Journal of Business Ethics 112, no. 3 (April 10, 2012): 369–84. http://dx.doi.org/10.1007/s10551-012-1278-6.

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Amore, Mario Daniele, Paola Profeta, Lilach Trabelsi, and Maurizio Zollo. "Female Leadership and Environmental Sustainability." Academy of Management Proceedings 2017, no. 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, no. 6 (May 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, no. 2 (April 15, 2020): 1–3. http://dx.doi.org/10.22452/iojel.vol3no2.1.

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Throop, William, and Matt Mayberry. "Leadership for the Sustainability Transition." Business and Society Review 122, no. 2 (June 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, no. 4 (January 14, 2014): 687–706. http://dx.doi.org/10.1007/s10551-013-2017-3.

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Hargreaves, Andy, and Dean Fink. "Taking Sustainability from Theory to Practice." Swiss Journal of Educational Research 28, S (December 1, 2006): 25–36. http://dx.doi.org/10.24452/sjer.28.s.4755.

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Sustainable leadership and improvement are more than matters of mere endurance, of making things last. We define sustainable leadership, in line with the environmental field, in the following way: Sustainable leadership matters, spreads and lasts. It is a shared responsibility, that does not unduly deplete human or financial resources, and that cares for and avoids exerting negative damage on the surrounding educational and community environment. Sustainable leadership has an activist engagement with the forces that affect it, and builds an educational environment of organizational diversity that promotes cross-fertilization of good ideas and successful practices in communities of shared learning and development. This definition suggests seven principles of sustainable leadership: 1. Sustainable leadership creates and preserves sustaining learning.2. Sustainable leadership secures success over time.3. Sustainable leadership sustains the leadership of others.4. Sustainable leadership addresses issues of social justice.5. Sustainable leadership develops rather than depletes human and material resources.6. Sustainable leadership develops environmental diversity and capacity.7. Sustainable leadership undertakes activist engagement with the environment

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Silva, Cláudia Sousa, José Magano, Ana Matos, and Teresa Nogueira. "Sustainable Quality Management Systems in the Current Paradigm: The Role of Leadership." Sustainability 13, no. 4 (February 14, 2021): 2056. http://dx.doi.org/10.3390/su13042056.

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This study supports the proposition that sustainability’s integration into Quality Management Systems (QMS) could be a viable pathway to the development of the Emergency paradigm, in which leadership plays a crucial role. A Systematic Literature Review (SLR) was performed in order to deepen leadership’s relationship with Quality Management (QM) from an evolutionary perspective. An exploratory survey was then conducted to assess quality managers’ perceptions of sustainability’s integration into QMS and their leadership styles, using the 5X Short Leader Form MLQ instrument. The results indicate that leadership is a critical element of QMS performance, enhancing transformational leadership, which appears to be the dominant self-perceived style of the quality managers who participated. Nevertheless, these practitioners recognise the difficulties in committing all employees to the sustainability journey. The theoretical and managerial implications give rise to this work. The SLR results could be a useful database to support future QM and Leadership research. The organisations could follow the suggested pathway to evolve their QMS to support solutions to some of the current challenges. At the same time, quality managers could reflect on their future professional challenges. This work has taken a step forward, indicating sustainable quality management systems as a viable pathway to explore QM knowledge regarding the Emergency paradigm, and thus enhancing leadership’s role.

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Waldron, Dave, and Pong Leung. "Strategic leadership towards sustainability: a master's programme on sustainability." Progress in Industrial Ecology, An International Journal 6, no. 3 (2009): 307. http://dx.doi.org/10.1504/pie.2009.031067.

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M. Waite, Alina. "Leadership's influence on innovation and sustainability." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 15–39. http://dx.doi.org/10.1108/ejtd-09-2013-0094.

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Purpose – The aim of this study is to review published articles within the HRD and related fields to identify relationships between disparate streams of research (leadership and innovation and sustainability). Design/methodology/approach – Academic research supports the complex relationships between leadership and innovation and leadership and sustainability. An integrative literature review of published articles is used to gain an understanding about effective leadership as an important link between innovation and sustainability. Findings – The analysis revealed the parallel research streams are rather isolated from one another. Central themes focused around leadership roles, orientations, practices, and influences; leadership capacity building; and (global) leadership development. Emergent themes with respect to sustainability included global mindset and concern for others. Servant leadership was brought forth. Research limitations/implications – The literature review was drawn from the four Academy of Human Resource Development (AHRD) journals, as well as sources from the human resource management (HRM), business and management, and related fields. Practical implications – The study discussed influences of leadership on innovation and sustainability, mindsets and competencies, and leadership development strategies for use in understanding how to foster innovation and sustainable practices. Developmental activities including experiential learning, action learning, and service learning programs were considered. Originality/value – This article is among the first to highlight leadership as a connection between innovation and sustainability and provides a valuable platform for HRD scholars and practitioners interested in enhancing leadership capacity and development in these areas.

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Muralidharan, Etayankara, and Saurav Pathak. "Sustainability, Transformational Leadership, and Social Entrepreneurship." Sustainability 10, no. 2 (February 24, 2018): 567. http://dx.doi.org/10.3390/su10020567.

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Galpin, Timothy, and J. Lee Whittington. "Sustainability leadership: from strategy to results." Journal of Business Strategy 33, no. 4 (July 13, 2012): 40–48. http://dx.doi.org/10.1108/02756661211242690.

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Duffey, Romney. "Leadership, Sustainability and Clean Nuclear Technology." Mechanical Engineering 132, no. 05 (May 1, 2010): 58. http://dx.doi.org/10.1115/1.2010-may-7.

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This article discusses the need for improved leadership, sustainability, and clear nuclear technology. Nuclear plants face many issues ranging from financing, cost, licensing, designs, and construction in a globally fragmented energy marketplace, to associated international proliferation, security of energy supply, climate change, and national pride issues. Despite the hurdles, costs, and glacial timeframes, many owners and operators are successfully extending the life of the old and also committing to the process of building new plants. The sustainability issues are (1) finite resources ultimately affecting price; (2) finite energy content that is not being replaced; and (3) lack of other resources in the places that need it. The article concludes that when we are prepared to foot the bill of increased cost for energy from renewable and sustainable resources, why would we not also foot the bill for an endless supply of nuclear fuel, that is used, recycled, and bred forever in advanced reactor designs.

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Kirby, Andrew. "Geographical leadership, sustainability and urban education." Geography 99, no. 1 (March 1, 2014): 13–19. http://dx.doi.org/10.1080/00167487.2014.12094386.

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Loh, Kok Liang, Sha’ri Mohd Yusof, and Dominic H. C. Lau. "Blue ocean leadership in lean sustainability." International Journal of Lean Six Sigma 10, no. 1 (March 4, 2019): 275–94. http://dx.doi.org/10.1108/ijlss-06-2016-0029.

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Miles, Derek. "Book review: Leadership for Environmental Sustainability." Management Learning 44, no. 2 (March 24, 2013): 209–10. http://dx.doi.org/10.1177/1350507612465507.

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Iles, Paul. "CSR, Sustainability, and Leadership. 1st Edition." Action Learning: Research and Practice 18, no. 2 (May 4, 2021): 191–93. http://dx.doi.org/10.1080/14767333.2021.1935057.

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Care, O., M. J. Bernstein, M. Chapman, I. Diaz Reviriego, G. Dressler, M. R. Felipe-Lucia, C. Friis, et al. "Creating leadership collectives for sustainability transformations." Sustainability Science 16, no. 2 (March 2021): 703–8. http://dx.doi.org/10.1007/s11625-021-00909-y.

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AbstractEnduring sustainability challenges requires a new model of collective leadership that embraces critical reflection, inclusivity and care. Leadership collectives can support a move in academia from metrics to merits, from a focus on career to care, and enact a shift from disciplinary to inter- and trans-disciplinary research. Academic organisations need to reorient their training programs, work ethics and reward systems to encourage collective excellence and to allow space for future leaders to develop and enact a radically re-imagined vision of how to lead as a collective with care for people and the planet.

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Lee, Ki-Hoon, and Stefan Schaltegger. "Organizational transformation and higher sustainability management education." International Journal of Sustainability in Higher Education 15, no. 4 (August 26, 2014): 450–72. http://dx.doi.org/10.1108/ijshe-06-2013-0067.

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Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.

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Tideman, Sander G. "Gross National Happiness: lessons for sustainability leadership." South Asian Journal of Global Business Research 5, no. 2 (June 16, 2016): 190–213. http://dx.doi.org/10.1108/sajgbr-12-2014-0096.

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Purpose – The purpose of this paper is to look behind the veil of the concept of Gross National Happiness (GNH), which has been initiated by the fourth King of Bhutan as an alternative to the traditional development concept of gross national product, by analyzing it as an expression of a particular view of leadership originated in the philosophical tradition of Mahayana Buddhism and exploring its relevance for leadership of sustainable development and sustainable (business) organizations. Design/methodology/approach – Review of literature on GNH in a historical and current context, linking it to trends and concepts in sustainability and leadership. Complemented by author’s observations on regular visits to Bhutan since 2003. Findings – The GNH leadership view consists of a set of principles: first, interrelatedness of economy, society and eco-systems; second, the economy, society and eco-systems can flourish if their needs are served; third, governance is the agent for serving these needs by the creation of societal happiness; and fourth, societal happiness should include the enhancement of subjective happiness and well-being of people. By tracing these principles to the philosophy of Mahayana Buddhism, especially the Bodhisattva ideal, and comparing them to the principles driving sustainability, the paper argues that GNH leadership signifies an innovation in leadership for sustainability. Practical implications – This paper examines how GNH leadership can be applied to organizational and business sustainability, and how it contributes to the emerging theory and practice of sustainability leadership. Social implications – The social relevance of the paper lies in the examination of how GNH leadership can be applied to organizational and business sustainability, and how it contributes to the emerging theory and practice of sustainability leadership. Originality/value – The paper concludes that GNH leadership – as it corresponds to the principles driving sustainability – represents a new model for sustainability leadership.

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Mohd Kasim, Norhisham, and Mohd Nazri Zakaria. "THE SIGNIFICANCE OF ENTREPRENEURIAL LEADERSHIP AND SUSTAINABILITY LEADERSHIP (LEADERSHIP 4.0) TOWARDS MALAYSIAN SCHOOL PERFORMANCE." International Journal of Entrepreneurship and Management Practices 2, no. 8 (December 12, 2019): 27–47. http://dx.doi.org/10.35631/ijemp.28003.

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School performance is the main agenda in school organizations in achieving the vision and mission as well as the main objectives of the Ministry of Education. Issues on performance in the context of school organizations are based on leadership management. The main issues highlighted are based on leadership in achieving the ultimate goal of the Ministry of Education (MOE). This study examines the leadership among the headmasters and principals in schools in improving the performance of schools in Malaysia. From the concept of leadership, the leadership that forms the leadership of entrepreneurship among teachers in every school leader plays an important role in the education system to deal with changes and challenges. Entrepreneurial leadership is a leader who is classified to achieve the same goal of using entrepreneurial behavior. Hence, this study focuses entirely on entrepreneurial leadership relationships with school performance in Malaysia. This study also tests the sustainability leadership as a second variable. Supported by the Model Leader-Member Exchange theory, this study proposes a framework by outlining the factors that exist in entrepreneurial leadership and sustainable leadership A total of 171 school organization from public schools have participated in this study. Data for this study variables were collected through a self-administered survey. Partial Least Square - Structural Equation Modeling (PLS-SEM) is the main statistical technique used in this study. The findings show that some variables such as entrepreneurial leadership and sustainability leadership are significant in relation to school performance. The findings will contribute to future research that researchers can research deeply on leadership 4.0 towards the performance of public or private schools in Malaysia.

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Sejjaaka, Samuel, Rachel Mindra, and Isa Nsereko. "Leadership Traits and Business Sustainability in Ugandan SMEs: A Qualitative Analysis." International Journal of Management Science and Business Administration 1, no. 6 (2015): 42–57. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.16.1004.

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The study examined the characteristics of business owners that enable them create sustainable businesses in emerging economy contexts where the dearth of SME’s is the norm. The study used a cross sectional design and qualitative approach to collect data from reputable businesses that had survived for more than 10 years. Data was analysed using a content analysis approach with NVivo software. Owner managers of sustainable businesses exhibited strong antecedents of resilience, social capital, resourcefulness, personal values and strategic flexibility. Successful business owners are created more by the environment they inhabit and their socialization context. The businesses they established were a result of an innate will to succeed and adaptability to overcome constraints. The research does not establish the empirical correlations between the different traits. This study used a qualitative and interactive approach to classify the traits of successful business leaders and develop a model showing the potential relationships and behaviours that breed sustainability or success.

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Jardon and Martínez-Cobas. "Leadership and Organizational Culture in the Sustainability of Subsistence Small Businesses: an Intellectual Capital Based View." Sustainability 11, no. 12 (June 25, 2019): 3491. http://dx.doi.org/10.3390/su11123491.

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The concept of leadership is complex and has been studied from multiple approaches, especially from the psychological field and from the field of management. Small businesses created as way of subsistence for the entrepreneur and their family present a limited leadership. The cultural traditions of the forestry industry are based on the culture and indigenous know-how of the territory, especially affecting small timber businesses, the small businesses working in timber activities. This paper analyzed the interrelation between culture and leadership in the process of generating performance from sustainable competitive advantages using partial least squares (PLS) techniques. The results show that culture and leaderships are sources of competitive advantage in subsistence small businesses, but culture does not generate competitiveness directly; an organizational culture needs to act through entrepreneurial leadership.

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Chiarini, Andrea, and Emidia Vagnoni. "Environmental sustainability in European public healthcare." Leadership in Health Services 29, no. 1 (February 1, 2016): 2–8. http://dx.doi.org/10.1108/lhs-10-2015-0035.

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Purpose – The purpose of this paper is to enlarge the debate concerning the influence of leadership on environmental sustainability implementation in European public healthcare organisations. Design/methodology/approach – This paper is a viewpoint. It is based on preliminary analysis of European standards dedicated to environmental sustainability and their spread across Europe in public healthcare organisations. Viewpoints concerning leadership are then discussed and asserted. Findings – This paper found a limited implementation of standards such as Green Public Procurement criteria, Eco-Management and Audit Scheme and ISO 14001 in public healthcare. Some clues indicate that the lack of implementation is related to leadership and management commitment. Originality/value – For the first time, this paper investigates relationships between leadership and environmental sustainability in European public healthcare opening further avenues of research on the subject.

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Sundermann, Anna, Steven A. Brieger, Jan Seidel, and Pepe Strathoff. ""Leadership for Sustainability: The Role of Values, Sustainability Understanding, and Education"." Academy of Management Proceedings 2016, no. 1 (January 2016): 16066. http://dx.doi.org/10.5465/ambpp.2016.16066abstract.

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Ge, Jianxin, and Tong Li. "Entrepreneurial Resources, Complementary Assets, and Platform Sustainability." Sustainability 11, no. 16 (August 12, 2019): 4359. http://dx.doi.org/10.3390/su11164359.

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This paper applies grounded theory to explore the formation of platform leadership and its reputation through a single case study analysis of a Chinese energy internet platform enterprise CZB (Che Zhu Bang). Initially, CZB was a follower in China’s internet energy market. After clarifying and acquiring the entrepreneurial resources and the complementary assets it needed, CZB quickly established an energy internet platform and its platform leadership in two years. The research shows the mechanism by which the entrepreneurial resources and complementary assets affect the evolution of the platform leadership, the interaction between platform leadership and its reputation, and in the end, how platform reputation influences platform sustainability.

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Wang, Xiaohu, Montgomery Van Wart, and Nick Lebredo. "Sustainability Leadership in a Local Government Context." Public Performance & Management Review 37, no. 3 (March 1, 2014): 339–64. http://dx.doi.org/10.2753/pmr1530-9576370301.

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Konting, Mohd Majid. "Leadership Development for Sustainability of E-Learning." Procedia - Social and Behavioral Sciences 67 (December 2012): 312–21. http://dx.doi.org/10.1016/j.sbspro.2012.11.334.

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Ferdig, Mary A. "Sustainability Leadership: Co-creating a Sustainable Future." Journal of Change Management 7, no. 1 (March 2007): 25–35. http://dx.doi.org/10.1080/14697010701233809.

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Moran, Brooke, and Paul Tame. "Organizational Resilience: Uniting Leadership and Enhancing Sustainability." Sustainability: The Journal of Record 5, no. 4 (August 2012): 233–37. http://dx.doi.org/10.1089/sus.2012.9945.

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Meza Rios, Maria Margarita, Irene Marie Herremans, Jean E. Wallace, Norm Althouse, David Lansdale, and Manuel Preusser. "Strengthening sustainability leadership competencies through university internships." International Journal of Sustainability in Higher Education 19, no. 4 (May 8, 2018): 739–55. http://dx.doi.org/10.1108/ijshe-06-2017-0097.

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Feagan, Mathieu Lawrence. "Fostering the next generation of sustainability leadership." International Journal of Sustainability in Higher Education 19, no. 4 (May 8, 2018): 681–98. http://dx.doi.org/10.1108/ijshe-11-2016-0202.

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Purpose This paper aims to explore graduate student experiences of ecohealth communities of practice in Canada, West and Central Africa and Central America, to better understand the role of student knowledge in advancing innovative practices in transdisciplinary, participatory and equitable research approaches. Design/methodology/approach This ethnographic analysis builds on observations of graduate student participants in ecohealth communities of practice activities, along with 26 in-depth interviews conducted in 2011 with graduate students and professionals trained in ecosystem approaches to health. Interviews are transcribed by the author, and coded and analyzed using a grounded theory approach. Findings Although ecohealth communities of practice open new space for students to experiment with innovative practices in transdisciplinary, participatory and equitable research approaches, the surrounding disciplinary, top-down structure of academic and professional careers continue to pose significant obstacles to how students can take up the principles of ecohealth in practice. Through their collective experiences of these obstacles, students have considerable knowledge about the opportunities and constraints that the ecohealth communities of practice afford; however, this student knowledge has not yet been systematized or adequately mobilized. Practical implications Student knowledge gained through shared experiences of ecohealth communities of practice appears to be a critical, necessary and underused component in working on systemic change in the structure of sustainability leadership in higher education. However, more research is needed to understand how greater emphasis could be placed on putting students in charge of confronting the conditions of their own training, to collectively produce alternatives that challenge dominant structural norms. Originality/value The ethnographic approach re-centers student voices within debates about the relevance of ecohealth communities of practice for realizing the aims of transdisciplinary, participatory and equitable research approaches within the context of international sustainability challenges and graduate training.

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Marshall, Judi. "En-gendering Notions of Leadership for Sustainability." Gender, Work & Organization 18, no. 3 (April 20, 2011): 263–81. http://dx.doi.org/10.1111/j.1468-0432.2011.00559.x.

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Kaza, Stephanie, Lisa Watts Natkin, and Tarah Rowse. "Developing sustainability leadership through faculty professional development." Journal of Environmental Studies and Sciences 6, no. 2 (October 6, 2015): 437–44. http://dx.doi.org/10.1007/s13412-015-0330-0.

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Wilson, Samuel G., and Paul Kosempel. "Introduction to the Symposium on Sustainability Leadership." Journal of Leadership Studies 9, no. 4 (February 2016): 43–46. http://dx.doi.org/10.1002/jls.21425.

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Suriyankietkaew, Suparak. "Emergent Leadership Paradigms For Corporate Sustainability: A Proposed Model." Journal of Applied Business Research (JABR) 29, no. 1 (December 28, 2012): 173. http://dx.doi.org/10.19030/jabr.v29i1.7565.

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Leadership studies evolve as organisational contexts change. Under stable environments, the traditional leadership paradigms might have survived. With increases in complexity and dynamic business environment, the proliferation of traditional leadership paradigms (i.e. Classical and Transactional leadership) has been challenged. In the literature, organisations adopting emergent leadership paradigms (i.e. Visionary and Organic leadership) tend to be higher performing and capable of more effectively responding to environmental change than organisations adopting the traditional leadership paradigms. However, few published studies have specifically investigated the predicted relationship between Visionary and Organic leadership paradigms and corporate sustainability. More study of the role of mediating effects, particularly the roles played by in leadership-performance and corporate sustainability will be investigated. In this paper, the literature on leadership paradigms, organisational performance and corporate sustainability, and key mediating variables, particularly shared vision and values, self-leadership, an organisational team orientation and consensual decision-making, affecting their relationships is reviewed. Then a structural model is developed. Propositions and future direction are also discussed.

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Bendell, Jem, Neil Sutherland, and Richard Little. "Beyond unsustainable leadership: critical social theory for sustainable leadership." Sustainability Accounting, Management and Policy Journal 8, no. 4 (September 4, 2017): 418–44. http://dx.doi.org/10.1108/sampj-08-2016-0048.

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Purpose The purpose of this paper is to prepare the conceptual groundwork for the future study of leadership for sustainable development. The paper demonstrates the relevance of Critical Leadership Studies to future research on sustainable development policies and practices. A critical approach is also applied to concepts of sustainable development, with three paradigms of thought described. Design/methodology/approach The approach taken is an extensive literature review in fields of leadership and sustainable development, with a focus on some of the broad assumptions and assertions in those literatures. Findings A key finding is that leadership studies drawing from critical social theory can provide important insights into future research and education on leadership for sustainability. This literature shows that some assumptions about leadership may hinder opportunities for social or organisational change by reducing the analysis of factors in change or reducing the agency of those not deemed to be leading. These limitations are summarised as “seven unsustainabilities” of mainstream leadership research. Research limitations/implications The paper calls for the emerging field of sustainable leadership to develop an understanding of significant individual action that includes collective, emergent and episodic dimensions. The paper then summarises key aspects of the papers in this special issue on leadership for sustainability. Practical implications The implications for practice are that efforts to promote organisational contributions to sustainable development should not uncritically draw upon mainstream approaches to leadership or the training of leaders. Originality/value The authors consider this the first paper to provide a synthesis of insights from Critical Leadership Studies for research in sustainability.

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Lees, David W., and Therese Uri. "Using a Systemic Design Paradigm to Develop Sustainability Leadership and Build Organizational Sustainability Platforms." Creighton Journal of Interdisciplinary Leadership 4, no. 1 (August 21, 2018): 35. http://dx.doi.org/10.17062/cjil.v4i1.64.

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This article explores a doctoral sustainability leadership course in an interdisciplinary leadership program. Learners in the course study sustainability and sustainability leadership from a systemic design perspective. They are invited to become visionaries who work across boundaries and disciplines with cooperative and reflective spirits to find integrated solutions for complex organizational problems. The first section of the article examines the different understandings of sustainability, its ambiguity, why little progress has been made in the area of sustainability, and why a systemic design platform might provide a more expansive vessel for sustainability leadership and projects. The second section delves into course content and investigates systems thinking, design action, the nature of change, and dialogue-the core of good design. The third section uses a leader-practitioner’s case study Air Combat Command Sustainability Design Project to illustrate how a leader built a sustainability plan unique to his organization. Five domains (Ben-Eli, 2012) provided the overarching infrastructure. Although each domain embodies a separate area, together they make up a unified organizing principle that works toward integrating essential elements into a strong infrastructure. The article concludes with reflections from both the leader-practitioner and the instructor.

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Nedelko, Zlatko, and Vojko Potocan. "Sustainability of Organizations: The Contribution of Personal Values to Democratic Leadership Behavior Focused on the Sustainability of Organizations." Sustainability 13, no. 8 (April 9, 2021): 4207. http://dx.doi.org/10.3390/su13084207.

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The main purpose of this study was to examine the influence of leaders’ personal values on their democratic behavior from a sustainability perspective. We specified and tested the research model, drawing upon modified versions of the theory of basic values and the autocratic–democratic leadership continuum. A total of 208 Slovenian and 196 Austrian leaders’ responses were used in hierarchical regression and structural equation modeling analysis. The results reveal a significant and positive influence of collectivistic values in both samples on democratic leadership behavior. A significant and negative effect of individualistic values on democratic leadership behavior is present in Austria, while in Slovenia, the effect is positive but not significant. Based on acknowledged associations between leader’s values, leaders’ democratic leadership behavior, and sustainable development, we argue that democratic leadership behavior contributes to the sustainable working and behavior of organizations. These results have theoretical implications, indicating how personal values affect leaders’ democratic behavior and contribute to the sustainable working and behavior of organizations. The practical implications relate to the strengthening of leaders’ democratic behavior in Slovenian and Austrian organizations. In addition, these findings will be helpful in increasing the sustainability of organizations via fostering democratic leadership behavior and its underlying personal values.

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Sumanasiri, Ayoma. "Leadership Dimensions Influencing Sustainability Leadership in Sri Lanka: Mediating Effect of Managers’ Ethical Behaviour and Organizational Change." Journal of Management and Sustainability 10, no. 1 (April 6, 2020): 113. http://dx.doi.org/10.5539/jms.v10n1p113.

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This study examines the mediation effect of managers’ ethical behaviour and organizational change on the leadership dimensions that influence sustainability leadership among Sri Lankan managers. Manager’s attitudes to organizational change and their ethical behaviour are identified as essential dimensions to achieve sustainable leadership in the business world. While much of the literature underlines the direct relationship between organizational leadership and either organizational change or manager’s ethical behaviour, only a few studies focus on the mediating effect of the manager’s ethical behaviour and organizational change leadership on perceptions of creating a sustainable organization. Sri Lanka is identified as a developing country with strong socio-cultural values that promote sustainability. Understanding what constitutes sustainability leadership in a developing country such as Sri Lanka is worth examining. The responses of 596 managers were analyzed using factor analysis and structural equation modeling. The findings confirm that stakeholder relations are the most influential dimension for creating sustainability leadership. Mediation analysis tests confirmed that the two mediators of managers’ ethical behaviour and change leadership fully mediate the relationships between employee engagement and leaders’ concern for social and environmental sustainability, which concern was identified as the weakest of the three leadership dimensions suggesting that long-term orientation has not much potential for creating sustainability leadership among Sri Lankan managers.

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Opoku, Alex, Vian Ahmed, and Heather Cruickshank. "Leadership style of sustainability professionals in the UK construction industry." Built Environment Project and Asset Management 5, no. 2 (May 5, 2015): 184–201. http://dx.doi.org/10.1108/bepam-12-2013-0075.

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Purpose – Leadership is a significant success factor in promoting sustainability practices in the construction industry. Sustainability is an integral part of the construction industry and affects all aspects of construction business operations. The purpose of this paper is to investigate if there is any particular leadership style associated with intra-organizational leaders within UK construction organizations charged with the promotion of sustainability practices. The paper therefore examines the effective leadership style of sustainability professionals responsible for developing sustainable construction strategies. Design/methodology/approach – Qualitative data were collected through semi-structured interview with 15 leaders, followed by an industry-wide survey of 200 intra-organizational leaders in contractor and consultant organizations in the UK construction industry. Findings – The results showed that while there is no one best leadership style for all situation, most leaders charged with the role of promoting sustainable construction are strategic in their style or behaviour. Originality/value – Although leadership and sustainability has been widely covered as separate issues, little rigorous research has been done on the link between leadership and sustainability in construction management research. The findings could guide organizational leaders with the responsibility of promoting sustainability practices.

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Avissar, Ilana, Iris Alkaher, and Dafna Gan. "The role of distributed leadership in mainstreaming environmental sustainability into campus life in an Israeli teaching college." International Journal of Sustainability in Higher Education 19, no. 3 (March 5, 2018): 518–46. http://dx.doi.org/10.1108/ijshe-07-2017-0105.

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Purpose Distributed leadership has been reported in the literature as an effective management approach for educational organizations such as institutions of higher education. This study aims to investigate the role of distributed leadership in the promotion of sustainability in an Israeli college of teacher education. Design/methodology/approach Based on the Multi-Level Model of Leadership Practice in higher education, taken from Bolden et al. (2008a) and from Woods et al. (2004), the authors investigated how the characteristics of distributed leadership are expressed in three central organization-wide structures in the college (a student group, the green council and a professional development program). They also explored in what ways aspects of distributed leadership promote sustainability-oriented activities on campus. They used a deductive and inductive interpretive approach in this case study. Findings The authors found three organization-level processes that are based on the principles of distributed leadership and that promote sustainability on campus: distributed leadership enables change in the organization’s internal culture with respect to mainstreaming sustainability; distributed leadership encourages collaboration between the entire campus population and between different departments and distributed leadership on campus enables the development of diverse “bottom-up” and “top-down” structures in the organization. Originality/value While the study’s findings indicated several challenges regarding the implementation of distributed leadership in the organization, they ultimately support the idea that distributed leadership may contribute to the long-term, organization-wide implementation of sustainability in higher education institutes. Therefore, the authors recommend that institutions that are willing to promote sustainability adopt distributed leadership as their major management approach.

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Vestal, Katherine. "Ensuring organizational sustainability." Nurse Leader 3, no. 3 (June 2005): 10–11. http://dx.doi.org/10.1016/j.mnl.2005.04.002.

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Cunningham, Geraldine. "Investing in sustainability." Nursing Management 17, no. 8 (December 8, 2010): 9. http://dx.doi.org/10.7748/nm.17.8.9.s15.

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Savage, Emma, Tara Tapics, John Evarts, Jeffrey Wilson, and Susan Tirone. "Experiential learning for sustainability leadership in higher education." International Journal of Sustainability in Higher Education 16, no. 5 (September 7, 2015): 692–705. http://dx.doi.org/10.1108/ijshe-10-2013-0132.

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Purpose – The purpose of this paper is to compare the program design of a sustainability leadership certificate to participants’ perceptions of their in-program learnings and competencies development. The authors present the results from the analysis of one program evaluation component, a survey, which was delivered before the program start and at the program end. Design/methodology/approach – The authors describe key design elements of a sustainability leadership certificate, which was framed around five key sustainability competencies. Using a pre/post self-assessment, participants (n = 32) selected their level of confidence and competence in each of the key sustainability competencies and completed open-ended questionnaires. Quantitative data were analyzed using a Mann–Whitney U test, and qualitative data were transcribed and coded using a grounded theory approach in NVivo 10. Findings – Based on the survey feedback, the program participants were generally excited by the program’s experiential format and supportive community. They felt that they had improved their confidence and competence in the key sustainability competencies. Three themed clusters, community, future and personal development, emerged from the participants’ open-ended responses. This supports the program design and can inform further program development. Practical implications – The third theme, personal development, is notable, as it is not a typical focus of sustainability in higher education, but held high importance to participants. This strong resonance with participants suggests that sustainability programs should consider the role of the self to foster the development of key sustainability competencies. Originality/value – The program’s focus on “personal” was intentional in the program design. Based on participants’ feedback, the inclusion of personal development exercises was a critical element for successful sustainability leadership development.

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Chen, Xiulin, and Jian Shi. "From Organization Sustainability to Community Sustainability: Servant Leadership and Community Citizenship Behavior." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16412. http://dx.doi.org/10.5465/ambpp.2019.16412abstract.

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Journal articles on the topic 'Leadership Sustainability'

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