What are the Attributes of Sustainable Leadership?

Armani, Ananda Borgert; Petrini, Maira; Santos, Ana Clarissa

doi:10.7819/rbgn.v22i4.4086

Cited by 17 publications

(23 citation statements)

References 34 publications

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“…In essence, organizations with excellent relationships with external parties are more likely to improve FI ( Lu et al, 2020 ). A collegial relationship is crucial, especially with stakeholders, to understand their cultural differences and play the role of liaisons to foster consensus among parties ( Lans et al, 2014 ; Armani et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Managerial Networking and Frugal Innovation: Situational Leadership Perspective

Xuecheng

Iqbal

2022

Front. Psychol.

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This study aimed to examine the integrated relationships of business ties, political ties, sustainable leadership, and frugal innovation. The correlation was assessed with the consideration of social network and situational leadership theories. Data was collected from 363 Small and Medium Enterprises (SMEs) employees in Pakistan with a response rate of 72.60%. Accordingly, the Partial Least Squares-Structural Equation Modeling (PLS-SEM) was employed to examine the validity of the proposed hypotheses. Empirical findings confirmed the significant impact of managerial and business ties on frugal innovation, strengthened by sustainable leadership. However, data analysis negated the positive impact of political ties on frugal innovation, which remains non-significant with the introduction of sustainable leadership among Pakistani SMEs. Hence, future studies are recommended to explore other conditional factors and mediating mechanisms in the relationship between managerial ties and frugal innovation. This idea can bring a deeper insight into the vital role of networking. To the best of the author’s knowledge, no prior study is available about the integrated relationships of managerial ties, frugal innovation, and sustainable leadership. This study enriches the literature in innovation management, especially concerning the social network and situational leadership model.

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Section: Introductionmentioning

confidence: 99%

Managerial Networking and Frugal Innovation: Situational Leadership Perspective

Xuecheng

Iqbal

2022

Front. Psychol.

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“…Hypothesis two of the study is supported. Armani et al (2020) point out that the attributes of SL include interpersonal skills, change, orientation, alignment with organisational culture, and attention to all stakeholder. A sustainable leader should be able to continuously develop employees, maintain good labour relations, train staff, undertake succession planning, and be socially responsible by maintaining a good relationship with the community.…”

Section: Discussionmentioning

confidence: 99%

Sustainable leadership and sustainable performance of hospitality firms in South Africa

Fatoki¹

2021

JESI

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Sustainable leaders use the resources of their organisations to solve environmental and social challenges while generating value for the shareholders. This study investigated the relationship between sustainable leadership and sustainable performance of hospitality firms. Financial, social, and environmental indicators were used to measure sustainable performance. The study used the quantitative research method and the cross-sectional survey method was used to collect data from 192 respondents. Descriptive statistics, Pearson correlation, and regression analysis were used for data analysis. The results indicated significant positive relationships between sustainable leadership and financial, social, and environmental performance of hospitality firms. Recommendations to improve sustainable leadership in hospitality firms include a training and a reward system that focuses on sustainable leadership and performance. Limitations and areas for further study are discussed.

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“…Leadership practices more generally underpin the nuanced differences between the three definitions. At their most basic, leadership practices involve key knowledge, skills, and abilities that comprise the individual-level attributes of individual leaders [50][51][52]. First, practices related to developing SL skills pertains to the cognitive antecedents of leaders, namely establishing a mindset for innovation, creating shared responsibility and passion between stakeholders, and developing the motivation towards achieving sustainable goals [8][9][10]53].…”

Section: Sustainable Environmental and Sustainability Leadershipmentioning

confidence: 99%

“…We call these ideological and moral practices. Lastly, practices related to ST-L pertain to what leaders do in relation to direction-setting and top management commitment, relational-oriented practices, and task-oriented practices towards developing action plans, aligning goals, and dealing with complex internal and external environmental adaptation [52,55,56]. We call these strategic adaptation practices.…”

Section: Sustainable Environmental and Sustainability Leadershipmentioning

confidence: 99%

The Intellectual Domains of Sustainability Leadership in SMEs

Boeske

Murray

2022

Sustainability

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The goal of this paper is to review the intertwined range of conceptualizations that have blurred developing leadership knowledge regarding environmental sustainability. An examination of the leadership literature reveals differential descriptions about sustainable, environmental, and sustainability leadership which are increasingly being used to imply what sustainability-focused leaders do, their interactions, their relationships, and how they address sustainable challenges. While extant research supports that leadership is a critical capability to respond and adapt to constant external environmental and economic upheaval in large firms, agreement about the types of leadership practices necessary to achieve positive environmental sustainability and eco-efficient outcomes is less clear in Small and Medium Enterprises (SMEs). To resolve these problems, we synthesize the sustainable, environmental and sustainability leadership literature by (a) reviewing and clarifying these leadership constructs, (b) theoretically unravelling these overlapping concepts, and (c) developing an integrated framework of intellectual capital and sustainability leadership practices. From a theoretical perspective, this paper seeks to make a significant contribution to the scholarly leadership literature by offering several leadership classifications of skills and knowledge relevant to leadership knowledge domains. Given that extant research has conflated many leadership approaches, this paper builds on the theoretical knowledge of the kind of leadership skills required for sustainability leadership. From a practical perspective, we provide SME leaders with knowledge about the types of leadership practices, behaviours, and activities that will enhance sustainable productivity in their firms. The paper is designed to advance a new way of thinking about existing sustainability leadership by presenting an original contribution that alters and reorganizes potential causal maps, that are potentially more valuable. Whilst most of the leadership research involves large firms, we seek to better understand and inform sustainability leadership in SMEs.

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What are the Attributes of Sustainable Leadership?

Cited by 17 publications

References 34 publications

Managerial Networking and Frugal Innovation: Situational Leadership Perspective

Managerial Networking and Frugal Innovation: Situational Leadership Perspective

Sustainable leadership and sustainable performance of hospitality firms in South Africa

The Intellectual Domains of Sustainability Leadership in SMEs

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