At present, the logistics industry in Spain is one that is mostly male-dominated, and women middle and top managers make up less than 10% of the workforce at these management levels. There is therefore an obvious lack of parity in this sector. Spanish regulation at present supports and promotes gender parity in different sectors including the logistics industry. Our article uses as a basis the fifth Sustainable Development Goal, “achieve gender equality and empower all women and girls”. Twenty-four female middle and top managers of the logistics sector were interviewed via a questionnaire of 52 questions. The research for this study was based on Avery and Bergsteiner’s 2011 Honeybee and Locust Sustainable Leadership Model and strived to determine how female middle and top managers in the logistics sector in Spain perceived leadership in their workplace and whether these perceptions were aligned with Avery and Bergsteiner’s sustainability leadership model. Findings showed interesting results, indicating that the Spanish logistics industry seemed to be a mixture of bee- and locust-type leadership. Respondents agreed that organizations were not very open to knowledge sharing and indicated that there is still a considerable need for improvement with regard to leadership practices in the logistics sector. Finally, our study is innovative in the sense that sustainable leadership and gender equality are two elements that have not been researched together.
Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models to frameworks that are based on the management of people and society. This article researches the concept of sustainable leadership in the project management profession. It evaluates the level of sustainable leadership among project managers in Spain using the Avery and Bergsteiner’s (2011) model of bees and locusts as a reference framework (Bee and Locust Sustainable Leadership Model). A qualitative study was carried out based on the analysis of the responses given by sixty-eight project managers in Spain who answered a 52-point ques-tionnaire. The findings yielded interesting results. It was found that in projects considered as temporal organizations, companies tended to employ a mixture of bee and locust’s leadership elements. Respondents recognized the importance of employee training and development, and most considered that it was essential to consider the environment when determining the organization’s commercial objectives. However, based on this study’s findings, the project management profession still has a long way to go as regards the practical implementation of sustainable leadership.
The seventeenth Sustainable Development Goal of the United Nations, Partnerships for the Goals, aims to strengthen the means of the implementation and revitalize the global partnership for sustainable development. The successful implantation of the UN’s seventeenth Sustainable Development Goal will aid the execution and achievement of the other sixteen goals. This article explores the importance and viability of Sustainable Development Goal 17, using a case study based in Valencia, Spain. The study presents an illustrative stakeholder situation, where we see that there are conflicting interests among conservationists, fishermen, municipality representatives, and others. Data collection was done using desk-based research and semi-structured interviews. The interview process was performed between October 2018 and October 2019. In total, 21 different stakeholders were interviewed. For the data analyses, a stakeholder register, Power–Interest Matrices, and a stakeholder map were used, and, to complement the latter, narratives were developed. The different analyses showed that most project stakeholders supported the project, while there was really only one stakeholder, the fishermen themselves, who were reticent about participating. However, it was shown over time that, by developing a common vision with them, the fishermen came on board the project and collaborated with the scientists. Stakeholder engagement analyses are especially useful in the application of Sustainable Development Goals at the project level. Although this case study is specifically applicable to a marine conservation context, it may be extrapolated and applied to any other Sustainable Development Goals’ context.
There has been to date only limited consideration within the project management discipline of nonhuman actors as primordial stakeholders in projects. However, the inclusion of the roles of nonhuman actors is essential, when we consider that many projects in many areas, both within and outside the field of environmental conservation itself, such as for example in the fields of business and management, depend on natural resources for the development of their products. Despite this, natural resources tend to be overlooked in the stakeholder maps of projects in this wider context. Environmental Conservation projects are themselves especially interesting to study with regards to their stakeholder context and have been used as the experimental setting for the empirical work of this study. The primordial stakeholders of these projects are not social objects and therefore go beyond what are currently generally regarded as the limits of stakeholder theory. The study that has been used to analyse this concept is a marine conservation project based in Spain, whose primordial actor is not human. Unfortunately, these stakeholders being non-human are therefore not able to express themselves, and therefore are rarely purposely included in stakeholder analysis and management approaches, thus limiting comprehensive stakeholder mapping analyses ab initio, and handicapping realistic consideration of nonhuman actors. This study may be extrapolated and applied to the United Nation´s Sustainable Development Goal (SDG) 17, “Partnership for the goals”, with reference to SDG 14, which deals with marine conservation.
Business sectors are generally evolving towards the adoption of models of sustainable practice, but is this also true in the specific audio-visual sector? This question leads us to examine whether sustainable practices are carried out in the image and sound sector, using sector business leadership as a starting point. Adopting a long-term perspective has helped companies survive difficult times, such as seemingly ever more frequent economic crises and recessions, as well as to overcome the current COVID-19 pandemic and its aftermath. Together with review of appropriate literature, the study aims to analyse the perception of managers in the audio-visual sector regarding styles of leadership in their organizations, through the Bee and Locust Sustainable Leadership framework that Avery and Bergsteiner developed in 2011. A quantitative study was carried out based on the analysis of the responses given by fifty middle and senior managers from the audio-visual sector in Spain who answered a 54-poit questionnaire. The findings yielded interesting results. Organizations within the audio-visual sector were found to display elements of both bee and locust leadership styles. The results showed that idea contribution and teamwork were valued by the managers interviewed. Furthermore, considerable importance was attached to the need to implement continuous training and the development of corresponding professional careers in companies. Overall, the results showed that there was a clear need for companies in the audio-visual sector to put greater effort into promoting and successfully achieving sustainable practices at the operational level.
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