According to upper echelon theory, this research seeks to explore how environmental leadership (EL) influences environmental performance through green intellectual capital (GIC), while also considering environmental climate as a moderator. We analyze the data from 317 Chinese manufacturing companies in two waves to test these hypotheses. The findings suggest that EL positively affects environmental performance via green structural capital and green relational capital (GRC). Moreover, environmental climate strengthens the impacts of EL on green human (...) capital and GRC. This research enriches the existing literature on EL and GIC by revealing the vital roles of EL in promoting environmental performance and GIC, as well as explaining the mechanism between these relationships. (shrink)

The objective of this paper is to explore how the various stages of consciousness development of top managers can influence, in practical terms, their abilities in and commitment to environmental leadership in different types of SMEs. A case study based on 63 interviews carried out in 15 industrial SMEs showed that the organizations that displayed the most environmental management practices were mostly run by managers at a post-conventional stage of consciousness development. Conversely, the SMEs that displayed less (...) sustainable environmental management practices were all run by managers at conventional stages of development. Drawing upon diverse examples of environmental leadership, this paper analyzes the reasons why the stages of post-conventional consciousness development of top managers seem to foster corporate greening in SMEs. The study also sheds light on the key values and abilities associated with both environmental leadership and the upper-stages of consciousness development, which include a broader and systemic perspective, long-range focus, integration of conflicting goals, collaboration with stakeholders, complexity management, collaborative learning, among others. (shrink)

We examined employees’ green organizational identity as a mediator and green organizational climate as a moderator in the relationship between environmental leadership and follower green innovation behavior. Through collecting data from public organizations in China at different times, we found that environmental leadership is positively related to employees’ green innovation behavior through increasing their green organizational identity. Meanwhile, the mediating relationship is conditional on the moderator of green organizational climate. The current study aims to clarify the (...) mechanism and boundary condition in the relationship between environmental leadership and employees’ green innovation behaviors. (shrink)

This article examines how the action logics associated with the stages of consciousness development of organizational leaders can influence the meaning, which these leaders give to corporate greening and their capacity to consider the specific complexities, values, and demands of environmental issues. The article explores how the seven principal action logics identified by Rooke and Torbert (2005, Harvard Business Review 83 (4), 66–76; Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist and Alchemist) can affect environmental leadership. An examination of (...) the strengths and limitations of these action logics reveals the relevance of the so-called post-conventional stages of consciousness to the recognition and effective management of complex environmental issues. Suggestions are also made for promoting organizational contexts conducive to the development of a post-conventional environmental leadership. (shrink)

This article presents some synergies that appear to exist in the conceptualization of environmental and spiritual leadership. After some discussion of the contexts in which environmental and spiritual leadership have arisen, the author identifies some commonalities in the underpinning values and associated discourse adopted in the literature to describe these two concepts. Common values include notions of the common and social good, stewardship, sustainability, servanthood, calling, meaning, and connectedness. The article also draws attention to the way (...) that historical and cultural factors have contributed to some overlapping in the conceptual development of spirit and environment. Finally, avenues for demonstrating and embedding both spiritual and environmental leadership into organizations are explored. (shrink)

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, the (...) roles of psychological ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed. (shrink)

The current study strives to examine the determinants of employee innovative work behavior and job performance. Therefore, an integrated research model is developed with the help of paternalistic leadership style and job embeddedness theory to investigate employee behavior toward innovative work behavior. The research model is extended with the moderating effect of environmental dynamism between the relationship of innovative work behavior and employee job performance. Data were collected from 411 employees working in small medium enterprises. For inferential analysis, (...) the structural equation modeling technique is used. Results of the structural equation modeling revealed that altogether paternalistic leadership style and factors underpinning job embeddedness theory have explained 52.1% of the variance in employee innovate work behavior. The findings of this research suggest that managers and policy makers should focus on benevolent leadership, moral leadership, and on-the-job embeddedness to boost employee job performance and innovative work behavior. (shrink)

Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership influences employees' wellbeing through employee resilience and to examine the moderating effect of environmental turbulence on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research (...) shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB. (shrink)

Religious leaders are being viewed as agents with influence over environmental opinion and attitude building. In public environmental project impact debate the Christian religious leaders may play an increasingly complex role due to their anthropocentric position. Roşia Montană Gold Corporation is such a project where The Romanian Orthodox Church has taken a position right from the beginning. Our study explores the local impact area religious leaders' attitudes as to the mining project in particular and the overall view of (...) environmental concerns in religious sermon in general. Orthodox, Catholic, Reformed and Baptist representatives have been interviewed. The main conclusion we drew is that environmental concerns can create leadership style dissonances between different hierarchical levels of the same religious hierarchies, but with benefits at the communitarian-religious levels. The practical implications that arise from this and the possible directions for future research are outlined in the final chapter of our study. (shrink)

Synthesizing theories of ethical leadership, psychological climate, pro-environmental behavior, and gender, first, we proposed and tested a model linking supervisors’ ethical leadership and organizational environmental citizenship behavior via green psychological climate. Then we tested the moderating effect of gender on the indirect (via green psychological environment) relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Time-lagged (three waves, two months apart) survey data were collected from 447 employees in various manufacturing and service sector (...) firms operating in China. Data were analyzed using structural equation modeling, bootstrapping, and multi-group technique to test the hypothesized relationships. The results showed a positive relationship between employee ratings of supervisors’ ethical leadership and organizational environmental citizenship behavior. Moreover, green psychological climate mediates the relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Importantly, the multi-group analysis revealed that gender moderates the indirect relationship (via green psychological climate) between supervisors’ ethical leadership and organizational environmental citizenship behavior. The study carries useful practical implications for policymakers and managers concerned about environmental sustainability. (shrink)

Leadership styles, especially empowering leadership, affect the psychological relationship between employees and organizations, and then affect employees’ positive behavior in the organization. In this research, we studied the effects of empowering leadership and psychological distance on employees’ pro-environmental behavior and explored the mechanism of green organizational climate. By adopting correlation analysis, statistical analysis, and regression analysis, we conducted a multisource field study of 873 valid employee questionnaires to verify our theoretical model. The results showed that empowering (...) leadership had a significant positive impact on psychological distance and employees’ pro-environmental behavior; and psychological distance played a partly intermediation role in the relationship between empowering leadership and employees’ pro-environmental behavior. Moreover, GOC can promote employees’ pro-environmental behavior, but it cannot regulate between psychological distance and employees’ pro-environmental behavior. The findings obtained some intriguing insights that could help to better guide employees toward pro-environmental behavior. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

Previous research reveals that when leaders enact environmentally specific transformational leadership, they positively affect corporate environmental responsibility. While this research provides important insights into how leaders create and shape corporate environmental responsibility, confidence in the validity of these findings is limited because the psychometric properties of the measurement of environmentally specific transformational leadership has not yet been assessed. The goal of the current research was to develop and validate a measure of environmentally specific transformational leadership. (...) To this end, four studies were conducted, which together produced a reliable and valid scale from which future research can stem. Theoretical and practical limitations are discussed. (shrink)

The practice of relational leadership is essential for dealing with the increasingly urgent and complex social, economic and environmental issues that characterize sustainability. Despite growing attention to both relational leadership and leadership for sustainability, an ethical understanding of both is limited. This is problematic as both sustainability and relational leadership are rife with moral implications. This paper conceptually explores how the moral theory of ‘ethics of care’ can help to illuminate the ethical dimensions of relational (...) leadership for sustainability. In doing so, the implications of ethics of care more broadly for the practice of relational leadership development are elaborated. From a caring perspective, a ‘relational stance’ or logic of effectiveness can be fostered through engaging in a reflective process of moral education through conversation. In starting this dialogue, we can begin to build capacity for relational leadership for sustainability and, thus, support the development of individual well-being and organizational and societal flourishing. (shrink)

Today, more corporations disclose information about their environmental performance in response to stakeholder demands of environmental responsibility and accountability. What information do corporations disclose on their websites? This paper investigates the environmental management policies and practices of the 200 largest corporations in the world. Based on a content analysis of the environmental reports of Fortune’s Global 200 companies, this research analyzes the content of corporate environmental disclosures with respect to the following seven areas: environmental (...) planning considerations, top management support to the institutionalization of environmental concerns, environmental structures and organizing specifics, environmental leadership activities, environmental control, external validations or certifications of environmental programs, and forms of corporate environmental disclosures. (shrink)

This article maps current thinking in the emerging field of responsible leadership. Various environmental and social forces have triggered interest in both research and practices of responsible leadership. This article outlines the main features of the relevant research, specifies a definition of the concept, and compares this emergent understanding of responsible leadership with related leadership theories. Finally, an overview of different articles in this special issue sketches some pathways for ongoing research.

The work of creating the future is being done now ─ and much of it is unsustainable in terms of natural and cultural resources. How will the next generation of leadership for environmental sustainability be raised up? Can we imagine sustainable futures, and can we enable transformative leadership to help us realize them? How can we best ensure that the several generations share their particular knowledge? What are the ethical frameworks, methodologies, curricula, and tools necessary for advancing (...) and strengthening education for intergenerational sustainability learning and leadership? In this book, 82 authors from 26 countries across 6 continents seek answers in 32 essays to the many questions related to the intergenerational collaboration that holds promise for creating sustainable futures. The authors themselves represent a diversity of geography, gender, and generation ─ and include the institutions comprising the emerging International Intergenerational Net-work of Centers. They speak to key principles, perspectives, and praxes at the intersection of intergenerational learning and transformative leadership in the context of education for sustainability. A visionary tour de force, this book explores the challenges and complexities of future learning models beyond the UN Decade of Education for Sustainable Development. It provides a timely discourse encompassing intergenerational and cultural dimensions, including ethics. Contributors articulate a deeper understanding of leadership in the post-Enlightenment era. Chapters in the book offer examples cutting across a diverse range of experiences worldwide, making this volume not only refreshing for practitioners, but also invaluable to policy-makers. ─ Dzulkifli Abdul Razak President, International Association of Universities Former Vice-Chancellor, Universiti Sains Malaysia These are critical times for the global community. Big issues are on the table: security, climate change, environmental destabilization, disease, hunger, and others. Actions we take today must embrace lessons from the past, present realities, and the rights and interests of future generations. Indeed, intergenerational learning is vital to education for sustainable development. This book makes a very timely and urgent call, challenging our traditional learning approaches and inviting us to dig deeper, stretch our minds wider, and see farther. ─ Akpezi Ogbuigwe Former Head of Environmental Education and Training, United Nations Environment Programme Executive Chairperson, Anpez Center for Environment and Development, Port Harcourt, Nigeria Achieving sustainable development requires generations, young and old, to engage with and learn from each other, and for leadership to embrace change. That is one of the key messages of this remarkable book. I wish I had this book when I took up the leadership role of my university two decades ago. I wish I could have given this book to my sons as they started their university education. ─ Goolam Mohamedbhai Former Secretary-General, Association of African Universities Honorary President, International Association of Universities. (shrink)

This book argues that organizations, corporations, and governments have the abilities and resources to drive deep systemic change, yet fail to evoke change strategies that can significantly improve the social fabric of our global environment. It actively engages the reader in a conversation that reviews, evaluates, and challenges these issues juxtaposed to current strategies and resulting positions regarding business ethics, social responsibility, our view towards humanity, and the role of leaders. Provocative in its voice and message, this book demonstrates how (...) more robust contributions can lead to effective change. The author includes a detailed change model designed to invoke significant global change that builds upon the current work of the United Nations' Global Compact, and incorporates the participation of all critical stakeholders including corporate leaders, civil society, government leaders, and the people who are challenged daily by ethical dilemmas and social responsibility initiatives. It speaks to academics and students of change management, social responsibility, and business ethics, as well as the organizations and communities who stand to make a positive difference in the world. (shrink)

This book examines green management practices among top-performing companies operating on the Chinese mainland. It begins with the question: what constitutes a "green" company? Is this definition different when we consider China's sustainability efforts? Taken into consideration are such aspects as green management vision, supplier management programs, resource usage and investment in the environment. Through in-depth interviews with sustainability leaders and top executives, this Green Management Book will reveal how to systematically create or improve existing green management strategies in China. (...) It uses actual case studies from domestic and foreign companies to highlight these practices. Over 2 years of extensive research - working with the research board of the Fortune China CSR rankings and China-based CSR strategy platform InnoCSR - contribute to a comprehensive list of companies that are leading the way towards a greener China. (shrink)

Society is looking to business to help solve our most complex environmental and social challenges as we transition to a more sustainable economic model. However, without a fundamental shift in the dominant virtues that have influenced business decision making for the past 150 years to a new set of dominant virtues that better fit today's environment, it will be more natural for companies to resist the necessary changes than to find the opportunities within them. We use the term “virtues” (...) quite broadly to describe dispositions to think, feel and act in skillful ways that promote the aims of a practice. Addressing this deeper level of cultural change is essential to cultivating new instinctive behavior in business decision making. In this article, we describe five clusters of virtues that facilitate effective response to the transition challenges—adaptive, collaborative, frugality, humility, and systems virtues. To illustrate the application of these virtues, we present a detailed case study of Green Mountain Power, a Vermont electric utility that has embraced the shift to renewable energy and smart-grid technology, and is creating an innovative business model that is disrupting the industry. After distilling key findings from the case, we outline an approach to leadership development that can help accelerate the infusion of transitional virtues across an organization. (shrink)

It is commonly held that early career experiences influence ethical behavior. One way early career experiences might operate is to influence the decisions people make when presented with problems that raise ethical concerns. To test this proposition, 102 first-year doctoral students were asked to complete a series of measures examining ethical decision making along with a series of measures examining environmental experiences and climate perceptions. Factoring of the environmental measure yielded five dimensions: professional leadership, poor coping, lack (...) of rewards, limited competitive pressure, and poor career direction. Factoring of the climate inventory yielded four dimensions: equity, interpersonal conflict, occupational engagement, and work commitment. When these dimensions were used to predict performance on the ethical decision-making task, it was found that the environmental dimensions were better predictors than the climate dimensions. The implications of these findings for research on ethical conduct are discussed. (shrink)

Ethical leadership can lead to preparing the ground for employee voice, highlighting employees’ creativity, and encouraging knowledge-sharing behavior in the organization. Thus, this study examines the impact of ethical leadership on organizational identity with the mediating role of employee voice in digital startups. However, previous studies investigating the relationship between ethical leadership and organizational identity disregarded the intervening role of employee voice in this relationship. A cross-sectional design using a sample of 137 managers of digital startups in (...) science parks. Through the PLS3 software, the results show that employees tend to discuss their work-related opinions and concerns more often if they consider their leaders trustworthy, and this can lead to competitive advantage and quick responses to environmental crises. According to the findings of this study, ethical leadership can prepare the ground for employee voice, highlight employees’ creativity, and encourage knowledge-sharing behavior in the organization. Hence, we suggest that leaders demonstrate personal integrity, openly receive employees’ ideas and recommendations, treat employees impartially, and attempt to maximize the benefits to their employees. (shrink)

In this contribution, we argue that three related developments provide economic, environmental and social challenges and opportunities for a new responsible professionalism in the food chain: the Anthropocene; the bio-based economy; Precision Livestock Farming. These three interrelated developments indicate a transition in the way we understand the role and function of the food chain on the micro-, the meso- and the macro-level. This transition can be understood in two fundamental different ways, namely either as an extension of technocratic management (...) beyond the micro level to the meso- and macro-level of the food chain, or as a transition to a new responsible professionalism. We argue that the technocratic approach is not able to address the socio-ethical issues that come along with these three development, and argue for a new responsible professionalism in the agri-food chain in the Anthropocene based on normative and action competence. (shrink)

Three groups of claims frame this article. First, the Nigerian State is largely enmeshed in environmental deficit, given the substantial oil pollution in the Niger-delta area, the problem of erosion in the Southeast, the filthy status of the Southwest, and the incessantly worrying perturbation of the ecological stability in the Northern part of Nigeria. Second, the political leadership in Nigeria for years has not really given genuine policy priority to, and, on this model, developed a credible framework that (...) the citizenry could buy into to sustainably address the causes and the consequences of the environmental deficit. Third, given the foregoing, this work suggests a re-thinking/re-discussion of approach to the environmental deficit. Drawing on and integrating some relevant ideas, values, and virtues in African metaphysics, epistemology, and ethics, the article develops a framework, prescribing how the democratic leadership and the citizenry ought to act in sustainably addressing the environmental deficit. Beyond the philosophic foundations, the framework is also teleologically political: (i) it emphasizes that the moral legitimacy of democratic leadership in Nigeria partly derives from its commitment to the good of the built and the natural environment, and (ii) it also stresses that the citizenry could only be good moral agents, as eco-citizens, if they develop the virtues of environmental responsibility and responsiveness, by theoretically and practically supporting the good of the built and the natural environment. The research methods of critical analysis of empirical data and reflective argumentation are adopted to pursue the goals of the work. (shrink)

Three groups of claims frame this article. First, the Nigerian State is largely enmeshed in environmental deficit, given the substantial oil pollution in the Niger-delta area, the problem of erosion in the Southeast, the filthy status of the Southwest, and the incessantly worrying perturbation of the ecological stability in the Northern part of Nigeria. Second, the political leadership in Nigeria for years has not really given genuine policy priority to, and, on this model, developed a credible framework that (...) the citizenry could buy into to sustainably address the causes and the consequences of the environmental deficit. Third, given the foregoing, this work suggests a re-thinking/re-discussion of approach to the environmental deficit. Drawing on and integrating some relevant ideas, values, and virtues in African metaphysics, epistemology, and ethics, the article develops a framework, prescribing how the democratic leadership and the citizenry ought to act in sustainably addressing the environmental deficit. Beyond the philosophic foundations, the framework is also teleologically political: it emphasizes that the moral legitimacy of democratic leadership in Nigeria partly derives from its commitment to the good of the built and the natural environment, and it also stresses that the citizenry could only be good moral agents, as eco-citizens, if they develop the virtues of environmental responsibility and responsiveness, by theoretically and practically supporting the good of the built and the natural environment. The research methods of critical analysis of empirical data and reflective argumentation are adopted to pursue the goals of the work. (shrink)

The beginning of environmental consciousness and policy discussions on environmental protection can be traced back to the nineteenth century. Since the second half of the twentieth century, most policies and action plans towards environmental protection evolved under the leadership of the UN. While the early policies focused on sustainable development, recent policy discussions have moved beyond this, drawing on the idea of ecological resilience. Environmental protection initiatives face several ethical challenges.

The role of leadership in the twenty-first century is challenging and varied, with changes often impacting across national borders. Leadership is a process, involving reciprocal influence. It has shortcomings and limitations, but in optimum conditions it can harmoniously harness and synthesize relevant knowledge, make sense of environmental features and changes, and co-generate new knowledge, usually in response to strategic demands and exigencies. Leadership responsibilities are all encompassing and require a holistic overview. Participatory action research is the (...) chosen methodological vehicle, supported by various research instruments. There is ongoing active engagement, including with a non-governmental organisation ABC, where the researcher has an advisory role. (shrink)

Recent years have seen a significant increase in stakeholder pressure on firms to be not only economically sustainable but also from an environmental and social perspective. Besides operational changes in practices and products companies have reacted toward this increased pressure from a strategic perspective through structural changes of their top management team. A recent addition to the TMT has been the appointment of the chief officer of corporate social responsibility. In this paper, we take a behavioral perspective and investigate (...) how the employment of a chief officer of CSR to the TMT impact on firm performance. Specifically, we explore how certain characteristics of the newly appointed chief executive of CSR impact on a firm’s financial performance. We collected secondary, longitudinal data of listed companies in the United States. Results indicate that appointing a chief executive of CSR does under certain conditions and characteristics result in financial performance benefits. Furthermore, the greatest financial performance benefits can be achieved if the appointee is female and has a CSR functional background. (shrink)

Springer focuses on the nature and challenges of "leadership" in contemporary environmental diplomacy since the 1992 Earth Summit in Rio de Janeiro, Brazil.

The objective of this study was to investigate the leadership style of the supervisor to develop the organization's sustainable workplace of and the extra-role behavior of employees. An organizational context of the immigration officer is explored by using the data collected from a survey of 453 immigration officers from 26 immigration officer teams in Taiwan. This study has verified the transformational leadership and organizational commitment that they have positive effect on organizational citizenship behavior of the immigration officers. Moreover, (...) it showed that the organizational climate has a context effect on organizational commitment and OCB. Furthermore, the results of this study have shown that an aggregated transformational leadership has cross-level interactions on OCB. This study also found that the transformational leadership has strong effect on organizational commitment and OCB. This study adopts a cross-level study taking organizational environmental factors and cross-level interactions as research considerations. Because of the focus on group-level impact, the research methodology can apply the supervisor's leadership style and the organizational climate to measure whether the immigration officers have a high degree of organizational commitment and influence their OCB performance across levels. The organizational commitment of the immigration officers and their individual OCB performance could be improved by converging the organizational context effect of aggregated transformational leadership and organizational climate. This study found that the application of the transformational leadership is extremely helpful for an organization to develop sustainable workplace and extra-role behavior of employees. (shrink)

What do corporations look like when they have integrity, and how can we move more companies in that direction? Corporate Integrity offers a timely, comprehensive framework- and practical business lessons - bringing together questions of organizational design, communication practices, working relationships, and leadership styles to answer this question. Marvin T. Brown explores the five key challenges facing modern businesses as they try to respond ethically to cultural, interpersonal, organizational, civic and environmental challenges. He demonstrates that if corporations are (...) to meet the needs of civil society, they must facilitate inclusive communication patterns based on mutual recognition and civic cooperation. Corporate Integrity is essential reading for professionals in organizational ethics, business leaders, and graduate students looking for practical and reflective insights into doing business with integrity and purpose. (shrink)

This paper explores some interconnections between the business and environmental ethics movements. The first section argues that business has obligations to protect the environment over and above what is required by environmental law and that it should cooperate and interact with government in establishing environmental regulation. Business must develop and demonstrate environmental moral leadership. The second section exposes the danger of using the rationale of "good ethics is good business" as a basis for such business (...) moral leadership in both the business and environmental ethics movements. The third section cautions against the moral shallowness inherent in the position or in the promotional strategy of ecological homocentrism which claims that society, including business, ought to protect the environment solely because of harm done to human beings and human interests. This paper urges business and environmental ethicists to promote broader and deeper moral perspectives than ones based on mere self-interest or human interest. Otherwise both movements will come up ethically short. (shrink)

This article investigates agency as a way of being and acting in sustainability leadership. Our primary aim is to enhance understanding of agentic strategies that facilitate transcending systemic complexities in sustainability leadership. We make a distinction in our analytical approach by drawing from Emirbayer and Mische’s conceptualisation of agency as ‘an interactive process of reflexive transformation and relational pragmatics, a temporally embedded process of social engagement, informed by the past, oriented towards the future and enacted in the present’ (...) . We add ontological sources of agency to these dynamics which interact with habit, imagination, judgement and learning in the transformation of social systems. This approach underpins our model ‘Dynamic Interactions of Agency in Leadership’ , an integrative framework for analysing agency in sustainability leadership. We examine the efficacy of our framework in higher education initiatives in which sustainability aspirations, aims and actions are envisioned, articulated and mobilised. We conclude by offering further avenues of research in sustainability leadership designed to advance this burgeoning field and contribute to bridging the gap between sustainability challenges and our abilities to solve them. (shrink)

As a rapidly growing field of study, social entrepreneurship is increasingly receiving attention from scholars and practitioners because social ventures have the potential to contribute to economic growth and social innovation. Surprisingly, the role of leadership in social venture growth has received very limited attention. One reason for this omission may be that entrepreneurship and leadership evolved as separate domains. Applying leadership theory to social ventures can help scholars and managers understand how social entrepreneurs can manage the (...) environmental risks, dual mission, and legitimacy issues of social ventures. Our goal for this conceptual paper is to describe how social entrepreneurs can align employees with the seemingly inconsistent goals of social and economic value creation to improve venture performance. We do so by concentrating on a leadership style applicable to their dual mission—servant leadership. Drawing from theoretical underpinnings and examples from single case studies, we offer a research framework and related propositions that delineate how servant leadership style affects social venture performance through the perception of work meaningfulness, well-being, and job engagement. We contribute to theory building by uncovering how social entrepreneurs can share their personal passions, values, and obligations with their employees and inspire them to meet their dual mission, paying attention to the context of social ventures and the attributes of the employees they attract. We also discuss theoretical and practical implications for social entrepreneurship and offer future research directions. (shrink)

Globally, corporate social responsibility (CSR) needs to find its sustainable development via the recognition of tangible benefits that CSR will bring to organizations and their stakeholders. The less tangible but likely most important benefit lies in the continual improved leadership and management quality emerging from organizations investing in CSR. Companies’ failure to act in a CSR way and the lack of wise leadership and quality management is a dominant root factor in the past scandals and financial crisis. Looking (...) at current interactions between Chinese companies and their various influencing environmental, society and government (ESG) factors, many of the motivational drivers for Western companies to invest in CSR are today still being challenged here based on China’s market specifics. More rapid development of the regulatory framework with adequate enforcement resources, as well as incorporation of CSR “value” education at universities can accelerate this needed development. In the short term, foreign companies as “guests” of China should also be a catalyst as role models. Apart from a foreign investor’s actions, it is equally important to acknowledge and address local China challenges remaining to provide the right climate for a foreign company’s CSR programs to be successfully executed here. The world is at a cross roads of a new value-based leadership paradigm. With global interdependence accelerating and hence, management and leadership complexity expanding, there is a need for a new leadership model, bringing “common wisdom” more pronounced to the forefront, arising from a renewed focus and strengthening of an aligned set of values between family, society, and corporate life. China’s unique demographic challenges and economic progress provide a fertile environment to lead the world in this development. (shrink)

Moving sustainability towards flourishing for all implies a care for all and for the future. However, in this commentary I note that many corporate and political leaders do not care for others or the future because, embodying egotistical, ruthless, remorseless, and dishonest (psychopathic) characteristics, their concern is only for themselves. This commentary argues that toxic leadership and governance, in the form of corporate psychopathy and corporate psychopaths, are important barriers to achieving sustainability. Notably, and of relevance to this argument, (...) the embodiment of psychopathic traits can give people the ability to brazenly push themselves to the top, unimpeded by emotional distractions and thereby attain leadership. However, due to their deep indifference to corporate social responsibility and a readiness to falsify environmental impact reports, engage in faking corporate social responsibility and illegally dump toxic waste materials; the influence of such psychopathic leadership may be detrimental to sustainability and to flourishing for all. Leaders high in psychopathy will ignore or dismiss scientific evidence of unsustainable practices because they do not care about the future or about dismissing scientific evidence of detriments to the prospects for humanity. Accordingly toxic leadership and governance are arguably the critical factors in achieving a flourishing sustainability. The future of all life thus depends on who we choose as our leaders. (shrink)

Business leaders are increasingly responsible for the societal and environmental impacts of their actions. Yet conceptual views on responsible leadership differ in their definitions and theoretical foundations. This study attempts to reconcile these diverse views and uncover the phenomenon from a business leader’s point of view. Based on rational egoism theory, this article proposes a formal mathematical model of responsible leadership that considers different types of incentives for stakeholder engagement. The analyses reveal that monetary and instrumental incentives (...) are neither sufficient nor necessary for business leaders to consider societal and environmental stakeholder needs. Non-monetary and non-instrumental incentives, such as leaders’ values and authenticity, as well as their planning horizons, counterbalance pure monetary and instrumental orientations. The model in this article complements the growing body of research on responsible leadership by reconciling its various conceptual views and providing a foundation for future theory development and testing. (shrink)

Social and environmental shocks associated with freshwater management are inherently tied with the lives and well-being of all global citizens. Thus, exploring key actors’ roles is a critical element of this grand challenge. Utilizing an inductive multiple case study, we explore sustainability leadership and subsequent organizational perspective-taking behaviours initiated by actors within freshwater management in response to the grand challenge. A vibrant inductive model elicited three main themes: identifying conditions for organizational perspective-taking, modifying organizational frames of reference and (...) emergence of multi-level influence. The discussion extracts critical insights for sustainability leadership and highlights complexities involved in facilitating effective decision-making among diverse actors. Fundamentally, this article contributes a distinct multi-level systems framework for sustainability leadership drawing from social–ecological systems theory and organizational resilience. We conclude by offering future research opportunities within sustainability leadership designed to bridge the gap between grand challenges and our abilities to solve them. (shrink)

This article explores strategy-making modes within organisations. The implications of certain strategy-making modes for the responsible leader as an architect or change agent are highlighted. The study on which this article is based, showed that the use of emergent strategy-making is as prevalent as the use of deliberate strategy-making. This article reports on the thinking of organisational leaders, managers and non-managers regarding strategy-making processes and records empirical findings from mixed method research. It was found that emergent strategy-making is associated with (...) quick response and adaptation to environmental changes, more autonomous decisions and actions, less control and higher intangibility whereas the deliberate strategy is known for its clear objectives, articulated vision and direction and specific ends and means. It is recommended that organisational leaders should take cognisance of the growing use of emergent strategy-making as well as its characteristics in facilitating effective governance. A knowledge and understanding of these characteristics of strategy-making modes should be sought to serve as guideline for organisational leaders who want to be responsive and responsible in all their actions areas for future research. (shrink)

Because no previous literature discusses the determinants of green product development performance, this study develops an original framework to fill the research gap. This study explores the influences of green dynamic capabilities and green transformational leadership on green product development performance and investigates the mediation role of green creativity. The results demonstrate that green dynamic capabilities and green transformational leadership positively influence green creativity and green product development performance. Besides, this study indicates that the positive relationships between green (...) product development performance and their two antecedents—green dynamic capabilities and green transformational leadership—are partially mediated by green creativity. It means that green dynamic capabilities and green transformational leadership can not only directly affect green product development performance positively but also indirectly affect it positively via green creativity. Hence, companies have to increase their green dynamic capabilities, green transformational leadership, and green creativity to enhance their green product development performance. (shrink)

Background: Organizational climate refers to an individual's perception and experience of the climate of the work environment, and it is the most important environmental variable that affects individuals’ work performance. This study aims to classify characteristics of transformational leadership among kindergarten principals and examine their relationship to organizational climate. Methods: Convenience sampling yielded 498 kindergarten principals who completed the “Questionnaire on the Principal’s Transformational Leadership Behavior” and “Questionnaire on Organizational Climate.” Ethics approval was obtained from the Academic (...) Ethics Committee of the College of Psychology of Northeast Normal University prior to starting the study. Results: Three latent classes were identified, including the high-level (68.8%), care-virtues (35.7%), and virtues groups (5.3%). There were significant differences in support, directive, restrictive, colleague, intimate, and disengaged behavior scores between groups. In terms of support, colleague, and intimate behavior, the high-level group had the highest scores, followed by the care-virtues group and virtues group, respectively. Regarding restrictive and disengaged behavior, the highest scores were received by the virtues group, followed by the care-virtues and high-level group, respectively. Conclusion: The study suggested that principals’ transformational leadership could be classified into three latent classes that are related to organizational climate. (shrink)

In June 2017, President Trump announced that the US intends to withdraw from the Paris Agreement. The decision was widely viewed as an abrogation of US leadership in confronting a changing climate. I’m not interested here in the decision to withdraw from Paris per se. Instead, I’m interested in Paris as a useful contrast for the administration’s attitude towards a different international environmental agreement: the Montreal Protocol.

This paper investigates the impact of activism on a large, powerful corporation in Tasmania. Gunns Ltd was a large woodchip processor in Tasmania that fought a long-running battle with environmental activists regarding Gunns’ logging and processing activities. The study focuses on events in 2004–2005, when Gunns applied to build a pulp mill in rural northern Tasmania and began a legal case against activists. The research question is whether there is clear statistical evidence that these events were important, as is (...) widely believed, in the ultimate failure of Gunns in, just 6 years after being the largest and one of the most financially successful Tasmanian companies. We use a mixed methods approach that combines a detailed narrative informed by theory, to examine issues of corporate social responsibility and ethical behaviour, with an econometric time series analysis of the impact of activism on the market value of Gunns. Our analysis supports the contention that the events in 2004–2005 played a significant part in the decline of the long-run market value of Gunns over the subsequent period, through to its failure in 2011. We discuss the underlying causes for Gunns’ failure in terms of agency, stakeholder, legitimacy and leadership theories. Research frequently assesses effects such as those in the Gunns’ case through solely qualitative means. This paper integrates a quantitative analysis into a detailed qualitative narrative and theoretical interpretation of events, to provide additional precision to its findings. It contributes to research in CSR and the impact of activism. (shrink)

Perceived consistency, and even more so inconsistency of behavior is an important factor in the evaluation of other people. This is especially true for leaders, whose behavior is typically closely monitored and interpreted by their followers. While perceived consistency is typically rewarded, behaving inconsistently as a leader can be ethically problematic, as it violates fundamental ethical principles. To theoretically capture how followers interpret and react to unexpected, ambiguous and/or confusing leader behavior, we introduce the concept of inconsistent leadership. We (...) define this new concept as a process in which over a longer period of time the activities, experiences, and/or relationships of an individual or the members of a group are repeatedly influenced by their leader in a way that followers cannot make sense of in light of prior behavior or traits of that leader. We propose that a sensemaking process is triggered in followers whenever they register salient/important leader behavior that is novel, ambiguous and/or confusing when compared to behavioral expectations for that leader. Ascriptions of inconsistent leadership arise when followers’ sensemaking strategies temporarily or permanently fail to resolve the behavior–expectation discrepancy. Moreover, we clarify the relationships to other leadership concepts and delineate relevant follower and environmental influences on the sensemaking process. In doing so, we offer a clear conceptualization of inconsistent leadership and provide a solid base for future research. (shrink)

Nothing is more urgent today than climate change. As a global issue, climate justice requires the recognition by rich countries of the adverse impact of climate change, especially in the Third World. Environmental pragmatism is an ethical paradigm that offers immediate, solid and action-oriented approach to environmental problems. From a practical end, the issue seems to demand that the theoretical debates on policy should now be resolved to hold governments and people accountable in order to address the problem. (...) Is this the right thing to do? I argue that the pragmatic position on the matter is problematic. Environmental pragmatism suffers from ethical and democratic deficits. For instance, pragmatic solutions will not work in the Third World societies because of weak institutions and hegemonic power relations between the national leadership and the people. In this regard, one has to appeal to participatory democracy in the choice of ethical paradigms. In the end, climate justice requires clear philosopher and democratic grounding, one that environmental pragmatism neglects. (shrink)

Given the severity of today’s environmental issues, companies are increasingly making green concepts a key component of their operational strategies. As an essential complement to corporate environmental strategy, employees’ green behavior has received attention from all sectors of society. Based on resource conservation theory, this study explores the formation mechanism of employees’ green behaviors in enterprises starting from two green management tools: green human resource management practices and green transformational leadership. Through two-stage questionnaire research, 296 sample data (...) points were obtained, and the research hypotheses were tested by using linear regression analysis. The results showed that green HRM practices in enterprises enhance employees’ green mindfulness and thus stimulate their green behaviors and that green transformational leadership and green self-efficacy play a positive moderating role in the above relationship. These results support the applicability of resource conservation theory in green management and suggest that green HRM practices and green transformational leadership can be used together in the process of green management. (shrink)

This study discusses the impact of different economic indicators on economic stability, including honest leadership, improved infrastructure, revenue generation, and CPEC taking into account the double mediating role of environmental sustainability and sustainable development, while considering the latest COVID-19 situation. This study adopted primary data collection methods and obtained data from the employees of CPEC by using questionnaires and smart-PLS for analysis purposes. The results revealed that honest leadership, improved infrastructure, revenue generation, and CPEC have a positive (...) nexus with economic stability. Despite the severe impact of COVID-19 on the country’s economy, the economic corridor plays a vital role in stabilizing the state’s economy and supports all those related to this phenomenal project either directly or indirectly. (shrink)

We combine research on business groups with the socioemotional wealth approach from family firm research to examine how family control of business group firms affects voluntary disclosure of environmental performance information. Theorizing that disclosing environmental performance information weakens the owning family’s control over its business group firm, but also generates reputational benefits, we expect family ownership and disclosure propensities to relate in a U-shaped way and, further, that this U-shape is accentuated for business group firms with a family (...) CEO. Analysis of longitudinal data on disclosure decisions of South Korean business group firms supports our theory and suggests that the effect of family control on environmental performance disclosure is neither good nor bad; instead, it depends on both the level of family ownership and whether a family CEO is in place. The finding that disclosure propensities are greatest when family control of business group firms is most extensive is provocative: it suggests that the very element that often is seen to encourage inefficiencies and fraud in business groups—family ownership combined with family leadership—can also be leveraged to foster responsible behaviors. (shrink)

This paper reviews the experience of an integrated approach to CSR in the U.S. electric utility sector. The authors report on the results of Southern Company’s historical definition of CSR as a dynamic model, balancing stakeholder needs through shifting pressures to assure long-term shareholder value, superior customer, price performance, and sustainable economic development. Using financial and utility sector measures, the paper assesses the company’s “balancing” approach to addressing CSR, which weights corporate, environmental, community, and economic factors in driving successful (...) and sustained financial, social, and environmental performance. The paper concludes by suggesting that CSR success in this sector requires, first, that the global warming issue be governed by the same balancing considerations to which all stakeholders and their legitimate interests are subject, and second, an energy policy that embraces both atechnology policy and appropriate regulatory incentives. (shrink)