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''Exploring the Possibilities of Contemporary Leaders for Sustainable Leadership Evolution ''

Table of Contents Page #:

Introduction										              2 Seeing Systems, Not Components						            3-4 Embracing Interdisciplinary Influence on Decision-making		  4 Disruptive Innovation through Paradigm Shifts			        4-5 Long-term Activation								              5 Conclusions									                      5 Recommendations								                    5-6 Reference List									                6-9 Bibliography                                                      9

Introduction

The need for sustainable leaders is more evident now than ever as covid-19 is having plummeting effects on economies, and companies are being forced to make difficult decisions regarding dividend payments, workforce downsizing and external stakeholder pressure (Care et al., 2021; Paine, 2020). In times like these, can progress truly be measured by a few companies’ ability to make short-term monetary gains, or is progress characterized by enabling the capacity of all to thrive (Iqbal and Ahmad, 2020)? Underlying these questions is the fundamental principle upon which sustainability and sustainable leadership is built. That is, for business organizations to be resilient and profitable across cultures and consistently over time, they need to be equally committed to the wellbeing of its people (both internal and external) and the regeneration of the natural environment (Russell Reynolds Associates, 2020; TED, 2018). However, to accomplish this sustainability goal, all corporations need sustainability leaders to adopt and maintain sustainable practices into the long-term strategies and day-to-day operations of their firms (Iqbal, Ahmad and Halim, 2020; Opoku and Fortune, 2011). This study’s objective is to critically discuss the possibilities of current leaders’ capacity to evolve into sustainable leaders. Despite the highly contextualized styles of leadership adopted in the past, it appears all leaders can evolve into competent sustainable leaders by adopting a multi-level systems-thinking approach to decision-making, recognizing the opportunities for competitive advantage created by stakeholder inclusivity, being bold enough to launch disruptive innovations and, through the learning culture of the organization, secure the long-term continuity of the firm.

Seeing Systems, Not Components

The skill-set and state-of-mind of leaders of the past would fail to produce the required sustainable outcomes the future demands (Bieluch et al., 2018). Therefore, to forge ahead it is critical that leaders develop the capacity to understand how parts interrelate with each other (Hull et al., 2016; De Haan, Jansen and Ligthart, 2015). In their study, Haney, Pope and Arden (2017) found that through experiential learning programmes, corporate managers can learn to think systemically, provided that the programme is tailored in a way that increases managers’ understanding, personnel connections and psychological empowerment to practice problem-solving addressing whole systems. Therefore, in contemporary organizations, many of which are engaged in sustainable organizational changes, leaders of such organizations can build their capacity to think systemically with the proper use of experiential programmes (Iqbal. Ahmad and Halim, 2020; Williams et al., 2020).

In another study which sort to establish connections between systems thinking and school leadership found that school principals that had developed the skill of systems thinking were able to successfully manage complex challenges that involved multiple stakeholders in their organization (Shaked and Schechker, 2013). The findings further suggest that systems thinking should be a primary attribute to consider when recruiting principals and development of such skill should be factored into the training of new recruits as systems thinking among school leaders showed high correlation with improved performance of the respective school (Hull et al. 2016; Shaked and Schechker, 2013). As such, corporations can experience improved performance from leaders with suitably developed systems thinking skills.

Embracing Interdisciplinary Influence on Decision-making

In addition to multilevel systems-thinking, leaders of sustainability can learn to value the active engagement of interdisciplinary groups as key to effective decision-making through mentorship programmes involving high-performing sustainability leaders (Lalicic and Weber-Sabil, 2019; Khan, Nawaz and Khan, 2016). Today, if corporations are to contribute meaningfully to SDGs, partnership with groups across diverse disciplines is essential (Corazza et al., 2021). Business organizations may find it beneficial to actively engage with such stakeholders as universities as educational institutions play crucial roles in the development of sustainable leaders through education and research (Corazza et al., 2021). Companies, by being strategically engaged with universities can gain value from the dynamics of knowledge transfer between universities and their varied stakeholders (Corazza, et al., 2021; Shaked and Schechter, 2013). However, for this approach to be effective, it requires a rethinking of traditional mind-sets that restrict open sharing among team members (Johnson et al., 2014; Shaked and Schechter, 2013). Additionally, thoughtful listening, reflexive communication and boundary widening are some other skills needed to support diverse-stakeholder collaboration (Bieluch et al., 2018).

Disruptive Innovation through Paradigm Shifts

Together with systems-thinking and stakeholder collaboration ground-breaking innovations can be achieved by organizations with an embedded culture of passionate learning, willingness to take risks and a tolerance for ambiguity (Bieluch et al., 2018). While the definition of disruptive innovation lacks precision, it is characterised by a high-intensity effect on sociotechnical systems indicated by long-term change on multiple levels (Lidija and Weber-Sabil, 2019). However, for companies’ to harness their disruptive innovation capability their ability to unlearn outdated psychological models, past successful work designs and business concepts must be developed (Kirimaa et al., 2021). Furthermore, a culture reluctant to take risks, the inability to manage the complete innovation process and failure to develop necessary infrastructures are other inhibitors of disruptive innovation (Si and Chen, 2020; Assink, 2006). Several companies may employ a combined approach of experimentations with innovative concepts in particular business units or by acquiring disruptive businesses (Si and Chen, 2020; Gobble, 2016). In essence, corporations can develop disruptive innovative competencies by changing their cultural paradigm to one that is consistent with sustainability mind-sets and behaviours (Thakhathi, Le Roux and Davis, 2019).

Long-term Activation

As an essential attribute of sustainable leaders, the long-term orientation of leaders to key stakeholders offers a wide range of benefits that may lead to sustained competitive advantage (Kadji-Beltram et al., 2013). Satisfaction, trust and legal contracts have been found to be the main determinants of long-term relationships in businesses (Wang, Shi and Barnes, 2015). As such, organizations, through supply chain integration, can establish long-term partnerships with suppliers by sharing information systems to maintain high quality delivery performance, for example (Heizer, Render and Munson, 2017). Employees are another valuable stakeholder with whom companies should foster long-term relationships centred on customer satisfaction and other mutual benefits (Piwowar-Sulej, 2020; Johnson et al., 2014). However, it has been found that trust in long-term collaborations do not always suffice as opportunistic behaviours might breach such commitments (Wang, Shi and Barnes, 2015). In light of this, legal contracts may restrict such tendencies, thus preserving long-term collaborations (Wang, Shi and Barnes, 2015).

Conclusions

In light of the varying types of leadership styles that can prove effective in different situations, corporate leaders can develop the necessary skills and thought-patterns that sustainable leadership demands – multi-level systems thinking, stakeholder inclusion, disruptive innovation and long-term orientation. The study indicates that once the experiential learning programmes are designed to facilitate leader motivate, promote understanding and to establish personal connections to the topics surrounding sustainability, managers can learn to think systematically. Likewise, for managers to effectively manage stakeholder involvement in decision-making they require a paradigm shift that normalizes open sharing, thoughtful listening, reflexive communication and boundary enlarging behaviours. Similarly, for companies to be disruptive innovators they can develop systems that facilitate risk-taking and their capacities to ensure completion of the innovation process. Furthermore, corporations oriented toward long-term objectives can develop sustained competitive advantage by building trusting relationships with stakeholders by meeting the expectations of such interest groups which can be secured by legal contracts when required.

Recommendations

This study indicates that there are possibilities for leaders to cultivate behaviours and the state-of-mind for sustainable leadership. Thus the following recommendations are proposed:

I.	Corporate leaders should conduct cultural analyses to determine the belief systems and behavioural patterns that facilitate sustainability organizational change and those that can hinder such progresses (Johnson et al., 2017; Mullins, 2005). Once identified suitable programmes should be implemented to change such paradigms (Johnson et al., 2017; Huczynski and Buchanan, 2013). Continuous reflections should be carried out to ensure the organization develops sustainable mind-sets and practices (Johnson et al., 2017).

II. Since the effectiveness of experiential learning programmes, mentorship and education have been proven to develop sustainability leadership mind-sets and practices in corporate leaders, corporate change agents should provide programmes to their employees aimed at motivating and generating deep understanding of the value of sustainability thinking and leadership (Evarts and Tirone, 2015; Hull et al., 2016; Haney, Pope and Arden, 2017).

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