Sustainable Leadership

Avery, Gayle C.; Bergsteiner, Harald

doi:10.4324/9780203723944

Cited by 52 publications

(118 citation statements)

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“…Several authors have pointed out the advantages of the sustainable leadership approach over its short-term shareholder-first counterpart. [11] Avery and Bergsteiner [12] have identified and investigated these principles, showing how they differ in practice. Using a sample of 14 European organizations operating on principles diametrically opposed to the shareholder-first philosophy, Avery [13] first identified 19 leadership practices, distinguishing what she then referred to as the Rhineland and Anglo/US approaches.…”

Section: Sustainable Leadership Practicesmentioning

confidence: 99%

“…She demonstrated that enterprises led this way can flourish in diverse industries and locations ranging from the developed world of the USA, UK, Australia, Europe, and Scandinavia to emerging economies in South Africa and Thailand. Avery and Bergsteiner [14] expanded the list of practices to 23 as shown in Exhibit 1, by adding four elements. Exhibit 1 contrasts the extremes for the sustainable ''honeybee'' leadership approach and the shareholder-first or ''locust'' approach on every practice.…”

Section: Sustainable Leadership Practicesmentioning

confidence: 99%

“…The research evidence also suggested that each ''honeybee'' practice could add considerable value to a business -including to its bottom line. In addition, many managers do operate on sustainable leadership, as Avery and Bergsteiner's [15] observations of around 45 enterprises show.…”

Section: Sustainable Leadership Practicesmentioning

confidence: 99%

“…Although layoffs are sometimes unavoidable, employers who continue to invest in and care for their people can minimize negative effects, such as productivity losses and absenteeism. [33] doing business in an unsustainable way. The financial sector could exert enormous pressure for change if it chose to, valuing people-centered, innovative, ethical and stakeholder-based leadership practices over current business-as-usual practices.…”

Section: Staff Retention: How Sustainability Supports Competitive Advantagementioning

confidence: 99%

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Sustainable leadership practices for enhancing business resilience and performance

Avery

Bergsteiner

2011

Strategy &Amp; Leadership

Self Cite

258

298

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I mplicit in the decision process of corporate leaders is a central question: what and who is this business here for? Many subscribe to the belief that the primary goal of leadership is to maximize shareholder value; their decisions determine whether shareholder value will be enhanced in the short term, the long term, or some combination of the two.But the shareholder-first approach that originated and prevails in the Anglo/US world has received heavy criticism from a number of well-regarded management researchers.[1] Almost two decades ago, French economist Michel Albert wrote that in its extreme form, the sole pursuit of profit is a threat to neoliberal capitalism itself because the focus on short-term profits discourages long-term thinking, investing, and planning.[2] Charles Handy reminds us that the purpose of a business goes beyond making a profit to something better, a higher level purpose: ''Owners know this. Investors don't care.''[3] A few years ago in Strategy & Leadership, Michael Raynor[4] debunked the premises on which the shareholder-first model rests, and a few months ago Michael Porter[5] criticized the current belief that looking beyond the business is bad for business. In the January/February Harvard Business Review he argues that companies should be considering other stakeholders, and so generate economic value by creating societal value.These respected thinkers offer another answer to the question about the purpose of a business: the firm should see itself as an interdependent part of a community that consists of multiple stakeholders whose interests are integral to business success. In this view, an enterprise can be seen as a system of long-term cooperative relationships between affected parties. These include the firm's managers and employees, customers and clients, investors, suppliers, the towns, states and nations where the firm is located or sells goods and services and even future generations of stakeholders.[6] In such a system, stakeholder influence generates pressure for the organization to behave in ethical and environmentally and socially responsible ways, and in turn, this interdependency helps the firm be sustainable and resilient. [7] This alternative approach to leadership is variously referred to as ''sustainable,'' ''Rhineland'' or ''honeybee'' leadership. By sustainable we don't just mean a firm is being green and socially responsible. Research and observations in over 50 firms around the world, including in many listed corporations, suggest that sustainable leadership requires taking a long-term perspective in making decisions; fostering systemic innovation aimed at increasing customer value; developing a skilled, loyal and highly engaged workforce; and offering quality products, services and solutions.[8] What senior executive would reject these as legitimate goals for an enterprise seeking to both thrive and endure?To some cynics, sustainable leadership -a management approach aimed at delivering better and more sustainable returns, reducing unwanted employee turnover a...

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Section: Sustainable Leadership Practicesmentioning

confidence: 99%

Section: Sustainable Leadership Practicesmentioning

confidence: 99%

Section: Sustainable Leadership Practicesmentioning

confidence: 99%

Section: Staff Retention: How Sustainability Supports Competitive Advantagementioning

confidence: 99%

See 2 more Smart Citations

Sustainable leadership practices for enhancing business resilience and performance

Avery

Bergsteiner

2011

Strategy &Amp; Leadership

Self Cite

258

298

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“…To organize the storage of data, it was decided to use distributed file systems. The choice of a distributed file system is made on the basis of compliance with the following criteria: Ceph [1] and GlusterFS [2] were considered as data storage systems. Both of the systems provide high performance and scalability.…”

Section: Data Storagementioning

confidence: 99%

Development of an Information System for Storing Digitized Works of the Almaty Academgorodok Research Institutes

Temirbekov

Baigereyev

Temirbekov

et al. 2021

Proceedings of International Mathematical Sciences

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The present article describes the architecture of the integrated distributed information system created for storing digitized works of employees of Almaty Akademgorodok research institutes (Kazakhstan) and providing access to them using Web technology. Comparative analysis of two data storage systems for storing digitized works, Ceph and GlusterFS, is provided. The description of the software part of the information system is provided which consists of four subsystems: repository of digital objects, subsystem for managing current research information, subsystem of integration of distributed information resources, subsystem of access to distributed information resources based on Web technologies. The relation between the subsystems and their integration is described. The work defines the requirements to the repository of digital objects. The requirements for the repository of digital objects are defined; a comparative analysis of open source software used for these purposes is made.

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Sustainability leadership: An integrative review and conceptual synthesis

Sajjad,

Eweje,

Raziq

2023

Bus Strat Env

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Over the past few decades, scholars have extensively investigated the topic of leadership, contributing to the development of diverse leadership theories and contemporary managerial practice. However, the emergence and renewed focus on societal grand challenges warrant an alternative approach to leadership such as sustainability leadership. Despite the critical importance of sustainability leadership in addressing these global concerns, scholarly research in this field of inquiry, by and large, remained scant and fragmented, lacking conceptual coherence and theoretical integration. While the existing literature provides insights into sustainability leadership characteristics, competencies, behaviors, and actions, it failed to integrate a holistic understanding of how these aspects are connected and affect each other. Accordingly, the purpose of this review paper is to provide conceptual synthesis and critical appraisal of the extant literature on sustainability leadership. Drawing on a systems theory perspective on paradox, we developed an integrative multilevel sustainability leadership framework, which demonstrates the linkages between individual‐level mechanisms (micro), organizational‐level mechanisms (meso), and societal context (macro). The framework explicates the key underlying mechanisms of sustainability leadership functioning embedded in paradoxical tensions to address complex and multifaceted sustainability issues. The paper concludes by offering implications for research and managerial practice and avenues for future research.

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Sustainable Leadership

Cited by 52 publications

References 0 publications

Sustainable leadership practices for enhancing business resilience and performance

Sustainable leadership practices for enhancing business resilience and performance

Development of an Information System for Storing Digitized Works of the Almaty Academgorodok Research Institutes

Sustainability leadership: An integrative review and conceptual synthesis

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