Sustainable leadership: honeybee practices at Thailand's oldest university

Abstract

PurposeThe aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of Thailand's oldest university.Design/methodology/approachAvery and Bergsteiner's principles were grouped into six categories for analysis: long‐term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior, providing the framework for analysis of the university. Adopting a multi‐data collection approach, research teams supplemented case study data with participant observations, and reference to documentation and information supplied by, or published about the university. Semi‐structured interviews were held with multiple stakeholders.FindingsSix core sets of practices consistent with 21 sustainable leadership practices are identified: a focus on a long‐term perspective, staff development, a strong organizational culture, innovation, social and environmental responsibility and ethical behavior.Practical implicationsSince sustainable leadership principles link to enhanced brand and reputation, customer and staff satisfaction, and financial performance, the Sustainable Leadership Grid provides educational leaders with a useful checklist for this purpose.Originality/valueThis paper contains the first examination of sustainable leadership in the higher education sector. It shows that even a public service organization can adopt the long‐term, socially responsible principles of sustainable leadership.