User:Claveriemelissa/sandbox

Title:BSS064-6 -Leading and Managing Organisational Resources,

Student number: 1943027,

To: University of Bedfordshire.

From: Melissa George Claverie

Student Number: 1943027

Unit Coordinator:Dr. Pauline Loewenberger

Date of submission: 25/06/2021.

 POSITIVELY INFLUENCING SUSTAINABLE LEADERSHIP 


 * SUSTAINABLE LEADER

According to Pastore, 2020 a sustainable leader should possess individualism and authoritative characteristics that allows either gender to guide with compassion within environment whereby a person performs or manages many tasks at the same time. A Leader of Sustainability encourages and endorses steps regarding an improved world. Sustainable leaders ignores instantaneous, short-lived benefits to recognize the position their company portrays in an environment. Strategies are established and guarantees conveyance of results that encounters the triple bottom line of societal, environmental and financial accomplishments all of which are significant in a sustainable state of mind. A goal-oriented view suggests a sustainable mindset alone isn't sufficient and must be coupled with the appropriate expertise. for instance

All of these characteristics set Sustainable Leadership apart from Transformational Leadership
 * 1) Multi-factorial thought technique:: sustainable leaders knowns their firm and integrates teamwork with the major companies, society and ecological systems in the environment. They enforce proposed resolutions and operations that transforms sustainability into a comparative advantage.
 * 2) Stakeholder integration: sustainable leaders involves stakeholders. Stakeholders become aware of the wide-ranging perspectives for the purpose of decision-making, implementing the resolution and partaking in the profits.
 * 3) Destructive innovation: Sustainable leaders should have the fortitude to oppose conventional methods and a preparedness to interrupt their companies affairs. SL bypasses the red tape and make brave investments that eradicates the compromise between profitableness and stability.
 * 4) Long-term stimulation: sustainable leaders establish bold goals and encourage coordinated efforts to outdo them. This would necessitate a profusion of valor to persevere despite any hitches and to form choices  that perhaps are disfavored by short-term shareholders.

LEADERSHIP is an approach that an executive could manage, lead and influence the deportment and effort of a team regarding achievement of particular objectives goals in specific circumstances. Leadership is having the capability of a leader to influence employees to function with conviction and enthusiasm. However, there's a difference between sustainable Leadership and Leadership. Sustainability leadership provides focus, order and promise which targets environmental, social and financial crises to establish an improved humanity, McCauley, 2014). According to Avery and Bergsteiner (2011) Leadership requires a general outlook in reaching decisions; developing methodical designs intended at improving customer benefit; creating a talented, devoted and hyperfocused team that provides excellent goods, assistance and resolution. Within an organization sustainable leadership makes certain that companies add to their existing status regarding future prosperity that entails concentrating on durability than economic prosperity (Hargreaves, 2007)

Sustainable leaders are able to interpret and forecast during complication, involve colleagues in an accommodative structural change and have the emotional insight to suitably participate with their personal feelings connected to a complicated problem analysis. Leaders and leadership represents how sustainability of the firm ties to large schemes wherein the firm rests and achieving that tie necessitates extraordinary leaders and leadership mechanisms (Metcalf and Benn, 2012)


 * EFFECTIVE SUSTAINABILITY LEADER should be creative thinkers, results oriented, change makers, morally oriented so that they can envision the future, endure through challenges, exhibits enthusiasm for learning, gets things done, contests customary opinions and operates with morality, has an honorable mindset and develops reliable bonds. Sustainability leaders presently engage more change and strategically-aimed goals (Boucher et al., 2018). Additionally, sustainability leaders deal with complicated societal and organizational matters and confronts a considerable degree of uncertainty. They’re able to reorient, be resourceful and devise useful resolutions to difficult sustainability issues (Knight & Paterson, 2018).


 * SUSTAINABILITY LEADERS IN THE PAST, PRESENT & FUTURE


 * 1) Submission and Incorporation. Major companies believes sustainability is mainly an in-house gain with customer relations value. Their agendas were risk mitigation, corporate identity and eco-efficiency. Presently managers have established sustainability as the center of their firm. Conformity and eco labelling have been overcome  by a firm's alteration. Organizations are now discovering additional resources from sustainability.
 * 2) Business modification. Sustainability is the core element to sustainable advantage and creation. Their agendas are to involve distribution channel and independent consultant. Modifying the approach the firm manages will establish ground-breaking possibilities unnoted from as long as the Industrial Revolution.
 * 3) Future system change. Organizations have an obligation to power prolonged benefits to stockholders and investors. They usually reevaluate the regulations of the company, new venture designs, litigate invention via a transparent distribution chain.


 * TYPICAL SKILLS OF SUSTAINABILITY LEADERSHIP According to Visser and Courtice, 2011 sustainability leadership should possess skills like Methodical thinker, being unprejudiced, multifaceted, Inclusive,  collaborative, managing complexities and daunting challenges, forward thinking, globally aware of the ecological, societal and economical system influences and associations among these systems constitutional and economic pressures.These skills aids in effectively instructing groups, handling issues, conveying feedback, and colluding with others. Consciousness of these skills' would assist sustainability leaders to comprehend the setting in which they’re working, enlighten the mentality, expertise and toolset required to expand and succeed as sustainability leaders.


 * SUSTAINABILITY LEADERSHIP AND LEADERSHIP THEORY

According to Reichers and Scheider's, 2007 Sustainable leadership isn't at the rank of a developed academic analysis. It's at the initial stage whereby its being presented  on the scale of initiation, examination and integration of the notion into a main theory. Sustainable leadership has various features that superimpose with other theories of management apart from that has its personal features.

According to Avery & Bergsteiner, 2011), both servant and sustainable leadership concentrates on the necessities of others rather than their own. However, its difference is  servant leadership is concerned with potential desires of several stakeholders and current devotees.


 * KNOWLEDGE FOR SUSTAINABILITY LEADERS

According to Visser W., Courtice P. 2011), sustainability leaders should display the following; International Issues and problems, Multifaceted relatedness, Transform progress and choices, Administrative leverage and effects, and Divergent investors perspective. As a sustainable leader having vision and fortitude to know that doing what's just is great for trade.  Moral persuasion ought to be quite stable to persuade the rest to pursue.  The SL has to ensure administrative body and government mechanisms are in position and the leadership styles of top management are instrumental in conducive to incorporating sustainability.


 * KEY TRAITS FOR THE SUSTAINABLE LEADER would be .

Ethically motivated. Protect the welfare of mankind and other living things. Being led by core principle regularly affiliated with sustainability leadership. Tuppen and Porritt (2003) implies the noble example for sustainable development comprises of equality, environmental law and governance.

Methodical thinker. The capability to value the interrelationship and reliance of the comprehensive system, across the board and acknowledges modifications to parts of the system that impacts everything is essential for sustainability leaders. Having the expertise to decipher, concentrate and process a way to invest and increase funds, coach individuals and develop resources.

Nonjudgmental .Maso (2010) says sustainability leadership generation is required to deal with mental modification. generation next sees the world differently and would have a unique approach to this problem. In order to hold office for the next 15 years sustainable leaders must be able to address this demand appropriately.

Compassionate. According to Goleman, 1995 having considerable degree of emotional quotient along with honesty,  sincerity, humbleness (Collins, 2001) and spontaneousness. Scharmer (2008) notices that persons in leadership positions in commerce or governance, the requests are consequently astronomical that a wider range of deliberation befit either reference points that is utilized on a daily basis for efficiency gains.

Brave. The main trait of sustainability leaders is conveying motivation, innovation, enthusiasm and bravery to endure in the position, determined to generate solutions and having the capabilities to counterbalance passion and noble-mindedness with aspiration and practicality. Collins (2001) alleges a manager should remain positive that they're able and will predominate eventually, despite the challenges and concurrently face the hardest evidence of their existing truth.

SUSTAINABLE LEADERSHIP ELEMENTS:

Context, Cognizance, Consistency, Cohesiveness, Cleverness and Comprehensiveness. With these elements, the future leader’s mentality acknowledges the varying conditions with trends concerning growing complications and relationships among stakeholders. Additionally, this exercises a general perspective, an understanding of perpetuity, while displaying an open spirit, strong-mindedness and a substantial amount of self-awareness.Sustainable leaders are able to comprehend ﻿the participators in the constitutional environment, employs and creates dynamic collaboration with new types of external stakeholders. Emphasizes the need to be inventive, creative and unique in addressing issues, and implement the technique towards supply chain by converging present and future demands of all shareholders so that sustainable effect is collectively accomplished.

CONCLUSION

Sustainable leadership ought to be implanted across the company whilst nurturing persons, their growth and creativity spanning to the firms customs which incorporates progress, offsetting targets while improving the destiny of the firm.

According to Fable et al., 2005, present administrative directors should effectively lead their bodies through unstable volatile economic circumstances in a sustained basis. It's necessary that leaders measure sustainable leadership with the evaluation of staff views. This latest battle has turned into a growing daunting task for administrative leadership and consequently recognizes the perception of sustainable managers and stability is eminent for all tiers in a company. Evaluating the status of sustainable leadership in a firm can aid the company in its attempt to establish a competitive advantage Boyatzis et al., 2006).

REFERENCES

DALATI, S.

The impact of servant leadership on leadership sustainability: empirical evidence from higher education in Syrian universities

In-text: (Dalati, 2016)

Your Bibliography: Dalati, S., 2016. The impact of servant leadership on leadership sustainability: empirical evidence from higher education in Syrian universities. Entrepreneurship and Sustainability Issues, 3(3), pp.269-281.

Journal

FUTURE TRENDS IN LEADERSHIP DEVELOPMENT PRACTICES AND THE CRUCIAL LEADERSHIP SKILLS

In-text: (Future Trends in Leadership Development Practices and the Crucial Leadership Skills, 2018)

Your Bibliography: Journal of Leadership, Accountability and Ethics, 2018. Future Trends in Leadership Development Practices and the Crucial Leadership Skills. 15(2).

Journal

JOSHI, S. AND LI, Y.

What Is Corporate Sustainability and How Do Firms Practice It? A Management Accounting Research Perspective

In-text: (Joshi and Li, 2016)

Your Bibliography: Joshi, S. and Li, Y., 2016. What Is Corporate Sustainability and How Do Firms Practice It? A Management Accounting Research Perspective. Journal of Management Accounting Research, 28(2), pp.1-11.

Journal

KALKAVAN, S.

Examining the Level of Sustainable Leadership Practices Among the Managers in Turkish Insurance Industry

In-text: (Kalkavan, 2015)

Your Bibliography: Kalkavan, S., 2015. Examining the Level of Sustainable Leadership Practices Among the Managers in Turkish Insurance Industry. Procedia - Social and Behavioral Sciences, 207, pp.20-28.

Journal

KRECHOVSKÁ, M. AND PROCHÁZKOVÁ, P. T.

Sustainability and its Integration into Corporate Governance Focusing on Corporate Performance Management and Reporting

In-text: (Krechovská and Procházková, 2014)

Your Bibliography: Krechovská, M. and Procházková, P., 2014. Sustainability and its Integration into Corporate Governance Focusing on Corporate Performance Management and Reporting. Procedia Engineering, 69, pp.1144-1151.

Website

LEADERSHIP, ROLES, AND PROBLEM SOLVING IN GROUPS

In-text: (Leadership, Roles, and Problem Solving in Groups, 2021)

Your Bibliography: 2012books.lardbucket.org. 2021. Leadership, Roles, and Problem Solving in Groups. [online] Available at: < https://2012books.lardbucket.org/books/a-primer-on-communication-studies/s14-leadership-roles-and-problem-s.html >

Journal

LENSSEN, J., A. DENTCHEV, N. AND ROGER, L.

Sustainability, risk management and governance: towards an integrative approach

In-text: (Lenssen, A. Dentchev and Roger, 2014)

Your Bibliography: Lenssen, J., A. Dentchev, N. and Roger, L., 2014. Sustainability, risk management and governance: towards an integrative approach. Corporate Governance, 14(5), pp.670-684.

Website

PETERLIN, J., PEARSE, N. AND DIMOVSKI, V.

Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

In-text: (Peterlin, Pearse and Dimovski, 2021)

Your Bibliography: Peterlin, J., Pearse, N. and Dimovski, V., 2021. Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches. [online] Core.ac.uk. Available at: < https://core.ac.uk/display/89912678 >

Journal

SALVIONI, D. M. AND GENNARI, F.

Corporate governance, ownership and sustainability

In-text: (Salvioni and Gennari, 2016)

Your Bibliography: Salvioni, D. and Gennari, F., 2016. Corporate governance, ownership and sustainability. Corporate Ownership and Control, 13(2), pp.604-612.

Journal

SMITH, B. N., MONTAGNO, R. V. AND KUZMENKO, T. N.

Transformational and Servant Leadership: Content and Contextual Comparisons

In-text: (Smith, Montagno and Kuzmenko, 2004)

Your Bibliography: Smith, B., Montagno, R. and Kuzmenko, T., 2004. Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership & Organizational Studies, 10(4), pp.80-91.

Journal

VISSER, W. AND COURTICE, P.

Sustainability Leadership: Linking Theory and Practice

In-text: (Visser and Courtice, 2011)

Your Bibliography: Visser, W. and Courtice, P., 2011. Sustainability Leadership: Linking Theory and Practice. SSRN Electronic Journal,.

Sustainable Leadership: Towards a Workable Definition on JSTOR
In-text: (Zandee, 2021)

Your Bibliography: Zandee, D., 2021. Sustainable Leadership: Towards a Workable Definition on JSTOR. [online] Jstor.org. Available at: < https://www.jstor.org/stable/jcorpciti.49.17 >