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

A Model for Implementing a Successful Sustainability Strategy

The process of implementing sustainability within national and international corporate functions requires senior management commitment and a sustainability team which employs the correct leadership knowledge and skills. Additionally, all stakeholders must fully understand, accept, routinely monitor, and participate in the strategy of sustainability. This core business value must also be clearly articulated throughout the organization

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

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

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

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

A leadership framework for organisational sustainability in the banking sector.

Doctoral Degree. University of KwaZulu-Natal, Durban.This study was undertaken to examine the key challenges to, and gaps in, achieving an integrated sustainability approach within banks by utilising theoretical underpinnings from both commercial and social entrepreneurship leadership models and frameworks for sustainability leadership. In addressing a gap in the empirical literature, the study was undertaken to determine if specific characteristics, like leadership style or specific skills or behaviours might result in one leader being more effective at social and environmental sustainability performance and practices than another, and why these characteristics might play an important role in addressing sustainable strategy development and implementation gaps within banks. An analysis and integration of empirical sustainable social entrepreneurial leadership characteristic and models is relevant to the creation of a new leadership framework for sustainability, especially when social and ecological sustainability domains are being considered. In order to conduct the study, a positivist approach was applied and a quantitative study was undertaken using a simple random probability sampling method targeting various levels of employees within the bank who carried out typical leadership roles. The population targeted included 320 leaders within the bank and a sample size of 178 was drawn at 95% confidence level and 5% confidence interval. 320 questionnaires were administered and results from 233 usable responses were analysed using SPSS.The findings of the study revealed that specific leadership traits, skills, styles, knowledge, awareness and performance levels towards social and environmental sustainability needed to be improved within the bank. These findings also differed across the various levels of leadership within banks, with executives and branch area managers performing better than personnel at other levels. This was found to negatively affect social and environmental sustainability performance and reflected a lack of accountability, responsibility and commitment for these initiatives in the normal operations of the bank. The study also found that specific leadership styles impacted positively on social and environmental sustainability performance and practices, and that traits, values and behaviours can impact on how leaders prioritize social, environmental and economic sustainability domains to ensure positive sustainability practices. The study found that there is a need for sustainability leadership development within the bank where leaders need to develop specific characteristics in order to ensure that they can develop and implement effective social and environmental sustainability strategies. The key findings and recommendations in this study, and the suggested leadership framework for sustainability, could benefit leaders by enabling them to implement more integrated sustainability approaches and practices into their strategies by developing specific leadership styles, traits, knowledge and skills

Moral and Ethical Foundations for Sustainability: A Multi-disciplinary Approach

The purpose of this paper is to accomplish two objectives: (1) review and flesh out in detail the philosophical, theoretical, and pragmatic issues underlying differing perspectives on sustainability and offer up an integrated sustainability framework; (2) consolidate and utilize the findings from the literature review to shed theoretical and practical insights into the foundation of sustainability leadership. This paper takes an integrative approach of weaving and stitching together theories from the field of philosophy, ecology, social psychology, sociobiology, anthropology, economics, and strategic management to provide an integrated view of sustainability and sustainability leadership. Finally, the paper will cogently argue that morality, virtuousness, and character serve as building blocks for sustainability leadership and in so doing offer up a series of six propositions about the antecedents and outcomes of sustainability and sustainability leadership. The paper concludes with recommendations for future study and research

Bridging the Sustainability Leadership Chasm: A Case Study of the Sustainability Advantage Program of the NSW Government, Australia

Business operations worldwide have significantly impacted the environment, prompting organisations to consider how to align strategy and conduct to advance sustainability targets. Collaboration is critical for sustainability progress, thus organisations are becoming interested in the practices of supply chain partners. To incorporate sustainability across networks, leadership is critical in coordinating activities. Although the effectiveness of leadership for sustainability is widely discussed, there is a lack of empirical field studies on how organisations can develop this leadership capability. This research-in-progress paper presents preliminary findings from an industry level case study of a Government-run initiative. This initiative provides a platform for organisations to collaborate and access resources that supports the development of sustainability leadership capabilities. Preliminary analysis provides insight on the dynamic capabilities organisations must develop to influence its supply chain partners, the technologies used to progress sustainability initiatives and the role that the Government has in promoting collaboration and leadership. Implications to both research and practice, and future work are discussed in conclusion