Leadership as enabling function for flourishing by design

Abstract

Purpose The purpose of this paper is to alert the reader to the urgent need to address the most pressing challenge and opportunity of the twenty-first century, namely, leadership that enables flourishing for all forever. Design/methodology/approach This conceptual paper suggests a heuristic for the reader and supplies a working model of leadership as enabling function for flourishing that arises from a survey of the literature around leadership development, as well as a brief review of the literature on flourishing. Findings The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model. Research limitations/implications There is a need to undertake quasi-experimental research in which leadership development praxis incorporates the element of flourishing by design and then action research through which the outcomes can be measured, modified and ongoing improvements iterated into the organizational design. Practical implications This paper suggests a different mindset and skillset for leadership and, by implication, leadership development. The ongoing research into “Seeking Best Methods for Leadership Development”, through the authors’ Round 1 Delphi survey has uncovered the elements of Human Capital, Social Capital, Structural Capital and Self Leadership, as core elements desired by global CEOs as necessary for an effective leadership development program. What the authors did not probe for, and need to probe for, is the element of “Flourishing Capital” or the degree to which the leadership might be developed to serve as an enabling function for flourishing for all forever. Social implications If organizations design flourishing into the raison d‘être of the organization, then organizations will seek and develop leadership that has flourishing as a core motif and focus. If organizational leadership supports and enhances flourishing as a central motif, then a shift will occur from profit only to profit that supports flourishing for all forever. Originality/value The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model.

Firm Size and the Business Model for Sustainable Innovation

“…Adopting the concepts of Boons and Lüdeke-Freund [21] as well as those of Osterwalder and Pigneur [28], several business model canvases have been proposed. These include the flourishing business canvas [29], the triple-layered business model canvas [30], and the circular business model canvas [7]. The aim of these tools is to encourage companies to rethink the way in which they configure their activities to deliver value.…”

“…In this respect, it is argued that larger companies can better manage their environmental impacts: they have EMS (environmental management systems) in place, certifications and quality systems; they use indicators to monitor their activities [47], manage waste, improve their energy efficiency [3], prevent pollution in production, use alternative energies, and recycle [20]. Large companies are more exposed and in order to reduce pressure from stakeholders, they need to be perceived as an organization geared towards reducing negative environmental impacts [29]. To lower manufacturing costs, large companies tend to outsource production, pollution and poor working conditions to suppliers located in developing countries, where sustainability regulations fail to protect the rights of society and the environment.…”

Sustainability Analysis of KPBS Pangalengan Milk Processing Business Unit Using Flourishing Business Canvas Method

“…In this perspective, it is explained about the parties involved in business, both those involved to create value co-creation and those who are threatened because of the value of co-destruction. Ecosystem actors are all lives involved in the business value chain, non-humans elements are also involved (Elkington and Upward, 2016). Ecosystem actors involved in the MT2 business value chain include the government, both from the Ministry of Cooperatives and SMEs, Ministry of Industry, Ministry of Health, BPOM, or LPPOM MUI, surrounding communities, breeders and cattle, and competitors.…”

“…By depicting sustainability on the canvas, determining sustainability strategies can be simplified and simplifying the direction of sustainability policies in the company. The use of FBC as a method in researching sustainable business models is still limited, including those used by Karlsson et al (2018), Elkington and Upward (2016), and Hoveskog et al (2017). Based on the formulation of the problem presented, the purpose of the research conducted is to analysing the sustainability aspects of MT2 on FBC.…”

Leadership Decision‐Making Leveraging Big Data in Vuca Contexts

“…However, in an Industry 4.0 world defining “good” is increasingly challenging since “good” might inhere a multiplicity of factors to align with stakeholder expectations and needs, as well as strengthening the bottom line of the business organization. Can wise leadership make decisions in a way that supports flourishing for all forever (Elkington & Upward, ) and if so, can this be done by leveraging Big Data?…”