Conceptualising sustainable leadership

Laura Gerard,Janice Mcmillan,Norma D’Annunzio-Green

doi:10.1108/ict-12-2016-0079

Laura Gerard, Janice Mcmillan + Show 1 more

Open Access

https://doi.org/10.1108/ict-12-2016-0079

Copy DOI

Abstract

PurposeLiterature encompassing sustainable leadership and developing leaders sustainably are still in infancy (Lambert, 2011). Nevertheless indications identify leadership as a vital cog in achieving sustainable organisations. Sustainable leadership can allow a fast, resilient response which is competitive and appealing to all stakeholders (Avery and Bergsteiner, 2011a, b). Arguably, organisations’ need to stop considering leadership as a control function (Casserley and Critchley, 2010; Crews, 2010) and instead focus on dialogue and mutual-interdependency between leaders and their followers (Barr and Dowding, 2012). The purpose of this paper is to explore and analyse the concept of sustainable leadership to present a conceptual framework surrounding sustainable leadership.Design/methodology/approachThis conceptual paper will review the existing frameworks of sustainable leadership and present a conceptualisation of the frameworks. This conceptualisation synthesises frameworks and literature surrounding the concept of sustainable leadership which involves work from Casserley and Critchley (2010), Avery and Bergsteiner (2011a, b), Hargreaves and Fink (2006), Davies (2007) and Lambert (2011). Seminal themes from the synthesised frameworks are presented in order to attempt to unify the conceptualisation of sustainable leadership.FindingsWithin leadership literature, stakeholder approaches (Groves and LaRocca, 2011; Avery and Bergsteiner, 2011a); discourses underlining the importance of relationship between leaders and followers (Barr and Dowding, 2012); and discussions about the need to develop reflexive and participative leadership models (Kopp and Martinuzzi, 2013) have become prominent. Sustainable leadership embraces all of these new components. The concept advocates organisations should shift emphasis from a traditional singular focus on finances, to a view that organisations are contributors to wider environmental and social influences (Crews, 2010; Avery and Bergsteiner, 2011a).Originality/valueThis paper explores the theoretical frameworks which surround sustainable leadership and will synthesise and present commonly referenced facets of the concept within the internal and external factors influencing sustainable leadership.

Highlights

A noticeable, recent trend in leadership literature has emerged towards embracing person centred and resource based views of leadership
Stakeholder approaches (Groves and LaRocca, 2011; Avery and Bergsteiner, 2011a); discourses underlining the importance of relationship between leaders and followers (Barr and Dowding, 2012); and discussions about the need to develop reflexive and participative leadership models (Kopp and Martinuzzi, 2013) have become prominent
Stakeholder approaches (Groves and LaRocca, 2011); discourses underlining the importance of relationship between leaders and followers (Barr and Dowding, 2012); and discussions about the need to develop reflexive and participative leadership models (Kopp and Martinuzzi, 2013) have become prominent which sustainable leadership embraces

Summary

Introduction

A noticeable, recent trend in leadership literature has emerged towards embracing person centred and resource based views of leadership. Alongside this context many commentators have identified the need for more long lasting approaches to leadership practices (Avery and Bergsteiner, 2011b). Arguments suggest organisations need to stop considering leadership as a control function (Casserley and Critchley, 2010; Crews, 2010) and instead focus on dialogue and the idea of mutualinterdependency between leaders and their followers (Avery and Bergsteiner, 2011a; Barr and Dowding, 2012). The concept advocates organisations should shift emphasis from a traditional singular focus on finances, to a view that organisations are contributors to wider environmental and social influences that exist (Casserley and Critchley, 2010; Crews, 2010; Avery and Bergsteiner, 2011a)

Objectives

Results

Conclusion