Regional resilience and collective action: the response of local state actors to the needs of rural enterprise in crisis

The lack of integration between policies and organisations is exacerbated in rural regions while there are inherent dangers of interventions imposed from above that lack sensitivity to local social networks and the norms of behaviour that typify small rural businesses. A succession of crisis conditions has been experienced by businesses in Cumbria over the past decade or so. These include the impacts of the outbreak of foot-and-mouth disease (FMD) in 2001, the floods that affected Carlisle in 2005 and the episode of flooding in the County during 2009. On each of these occasions, local authorities working in partnership with local business support agencies, voluntary sector organisations and regional agencies in NW England have implemented emergency plans that have included consideration of business continuity and the threats posed to communities by business failure. This paper examines the response of the public and private sectors to these periodic business crises and concludes by considering the relevance of the concept of regional resilience at the micro-economic level

Not so simple: The threats to leadership sustainability

This article begins by examining the possible meanings of ‘sustainability’, and argues that most meanings are prescriptive rather than descriptive in nature: they tend, either overtly or covertly, to recommend the particular end-states that writers desire. The article then looks at the threats to leadership sustainability, suggesting that a lack of sustainability is not only caused by excessive volume of work and lack of preparation for the role, but also by how different stakeholders view the role. Greater sustainability, it is proposed, comes from recognizing the ‘wicked’ rather than the ‘tame’ nature of the role, and of the need to apply solutions which reflect the ‘wicked’ nature of many leadership challenges. Finally, links are made between leadership sustainability and the sustainability of larger social, economic and environmental systems, suggesting that they have many similar causes and many similar remedies

Chasing the honey bee: enhancing leadership for sustainability

This paper explores the ways in which different conceptions of leadership can contribute to the sustainability of economic productivity, social equity and, of course, the natural systems and resources upon which all social and economic development depend. It begins by briefly defining leadership and outlining the major approaches to leadership studies in terms of trait and social theories of leadership. In particular, the paper argues that transformational leadership and what Western (2013) calls “eco-leadership” are most consistent with the systemic, ethical and learning dimensions of sustainability. This involves contrasting what Avery and Bergsteiner (2011, 2013) call the “honey bee” and the “locust” approaches to leadership. With these authors, the chapter argues that the “honey bee” approach of critical, transformational leadership is most consistent with sustainability. The paper concludes with an example of how capacities for “honey bee” leadership and eco-leadership can be developed and enhanced through a university programme

Leading Wellbeing Research Festival welcome address

Why have we convened academics, professionals and activists from around the world to share their insights and discuss leadership for sustainability and wellbeing? What’s coming up and what’s your role

Implications of Global Crisis:Integrate Sustainability with Organizational Culture

Sustainability is an issue of escalating importance as a result of structural changes of organizations which are consolidating, downsizing, merging and outsourcing as well as due to the increasing complexity and unpredictability of the external environment. Understanding, assessing and managing organizational culture can help create both stability and adaptability for organizations, thus helping supportive integration of the sustainability strategy into appropriate organizational behavior. This paper draws from review of literature on the concepts of sustainability and organizational culture in the present context of economic turmoil. The findings suggest that organizational culture moderated by leadership and trust play an important role in sustainability of organizations. A model is thereby proposed depicting the role of organizational culture, leadership and trust towards sustainability of a firm. It is also suggested that organizations can be visualized as manifestations of cultures and future organizations need to integrate sustainability with their organizational culture in order to be prepared for the uncertain socio-economic times

Charter for Change: Stryker’s Journey Towards Sustainability

abstract: Charter for Change: Stryker’s Journey Towards Sustainability is a project focused on brining a holistic sustainability strategy to Stryker’s Sustainability Solutions (Stryker). Stryker is a reprocessor and remanufacturer of single-use medical devices. While the inherent business of reprocessing is sustainable by extending the useful life of devices, there should be alignment between the core of the business, the operations and actions that it takes. Through creating and implementing a sustainability charter that outlines environmental goals for Stryker to achieve by 2025, it provides the organization with a systems approach to sustainability and embeds it within the culture. In order for the project to be successful, Senior Leadership had to sign off and make sustainability a top priority for the organization. The sustainability charter allows Stryker to do well by doing good

Campus Environment 2008: A National Report Card on Sustainability in Higher Education

Presents survey findings on national and regional trends among colleges in environmental leadership in management, academic courses in sustainability, and conservation efforts in operations. Profiles exemplary programs and notes areas for improvement

Organization Capacity Building/PONO Leadership Program: Key Findings and Recommendations

Presents results of an evaluation of the foundation's nonprofit capacity-building and leadership development programs. Outlines impact and goals achieved and summarizes grantees' comments. Includes recommendations for ensuring sustainability

Seeking sustainability leadership

This paper critiques mainstream leadership and leadership development approaches to help inform the emerging field of sustainability leadership. Traditional leadership theory and education is argued to be highly problematic for the pursuit of sustainability leadership. A more critical approach is required, drawing upon insights from social theory, critical discourse analysis and psychology, which is attempted in this paper. Once deconstructed, leadership can be a useful framework for exploring needed learning and unlearning for people to become agents within leaderful groups to create more significant change in organizations and society, in light of unsustainability and injustice. The initial outlines of a reconstructed approach to leadership and its development, which are used at the Institute for Leadership and Sustainability (IFLAS) and Impact International, are outlined