leadership in sustainable development literature review

Download Leadership in sustainable development literature review

Post on 11-May-2015

5.725 views

Category:

Business

1 download

Embed Size (px)

DESCRIPTION

Sustainable development, also known as global corporate citizenship and eco-efficiency, is the ultimate leadership challenge in the world today (World Economic Forum, 2006; Engel, 2008). There is nothing more pressing or more urgent. Our world is in trouble with environmental crisis, social crisis, energy crisis, and economic crisis. Therefore, we need leaders at every level of our societies and organizations to answer the ultimate call to action: to save the planet, its people, and their profits. This is the calling of the leader in sustainable development. After all, business cannot survive in a world and society that fails (dHumires, 2005, pp. XI-XVI).

TRANSCRIPT

  • 1.Running Head: LEADERSHIP IN SUSTAINABLE DEVELOPMENTLEADERSHIP IN SUSTAINABLE DEVELOPMENT: A LITERATURE REVIEWBy ROBIN LEVESQUEROYAL ROADS UNIVERSITY April 2011 Robin Levesque, 2011

2. Leadership in Sustainable Development iiTABLE OF CONTENTSLeadership .................................................................................................................................. 1What leaders are ................................................................................................................. 1What leaders do .................................................................................................................. 3Leadership at Every Level .................................................................................................. 5Sustainable Development ........................................................................................................... 5Global perspective .............................................................................................................. 6Leadership perspective ....................................................................................................... 7The five stages of sustainable development ........................................................................ 9Value chain perspective ...................................................................................................... 9Sustainable development on the ground ........................................................................... 10Organizational Change ............................................................................................................. 11Organizational Change Methodologies ............................................................................ 12What successful organizations look like ........................................................................... 18Tools for Implementation .................................................................................................. 21Conclusion ............................................................................................................................... 24REFERENCES ............................................................................................................................. 25 3. Leadership in Sustainable Development 1This literature review explores leadership in sustainable development. The first topic isleadership and examines what leaders are, what leaders do, and the need for leadership at everylevel. The second topic looks at sustainable development from a global perspective, a leadershipperspective, and all the way to what it looks like on the ground. The third topic deals withorganizational change and explores the drivers for change, some tools and techniques to helpcreate and sustain that change, and what successful organizations look like. Each topic comprisesa different set of frames or perspectives through which to view the topic.Sustainable development, also known as global corporate citizenship and eco-efficiency, isthe ultimate leadership challenge in the world today (World Economic Forum, 2006; Engel,2008). There is nothing more pressing or more urgent. Our world is in trouble withenvironmental crisis, social crisis, energy crisis, and economic crisis. Therefore, we need leadersat every level of our societies and organizations to answer the ultimate call to action: to save theplanet, its people, and their profits. This is the calling of the leader in sustainable development.After all, business cannot survive in a world and society that fails (dHumires, 2005, pp. XI-XVI).LeadershipWhat is leadership? In the context of this research, it is the process of influencing othersto understand and agree about what needs to be done and how to do it, and the process offacilitating individual and collective efforts to accomplish shared objectives (Yukl, 2006, p. 8).Leadership deals with what leaders are and what leaders do (Covey, S.M.R., 2006, p. 31).What leaders areThe foundation of leadership is credibility (Kouzes & Posner, 2003, pp. 21-25), which isabout developing the integrity, intent, capabilities, and results that make you believable, both to 4. Leadership in Sustainable Development 2yourself and to others" (Covey, S.M.R, 2006, p. 45). The four cores of credibility includeintegrity, intent, capabilities, and results (pp. 54-55). Kouzes and Posner have a similar list offour characteristics: honest, forward looking, inspiring and competent (2003, pp. 14-16).Credible leaders do what they say they will do because people trust leaders when their deedsand words match (Kouzes & Posner, 2007, 41).Successful leaders are aware of their own emotions and the emotions of others. Accordingto Primal Leadership, understanding the powerful role of emotions in the workplace sets thebest leaders apart from the rest (Goleman, Boyatzis & McKee, 2002, pp. 4-5). The four domainsof emotional intelligence include self-awareness, self-management, social awareness, andrelationship management (p. 39). These different ways of knowing give leaders the ability tolearn more about others than brain power alone (Gerzon, 2006, p. 105). Emotional intelligence isclearly an important part of what leaders are.Effective leaders care more about a greater cause than their own personal interests. Thisconcept is exemplified in Jim Collins Level 5 leader: individuals who blend extreme personalhumility with intense professional will . . . . [and] channel their ego needs away from themselvesand into the larger goal of building a great company (2001, p. 21). As Fisher and Yury wouldsay: be hard on the problem and soft on the people (1991, pp. 17-39). According to AnnCoombs, the corporate leaders who will be most successful in the living workplace of the 21st-century will have passionate hearts, freedom of spirit, faith and inner peace (2001, pp. 156-157).A related concept is the leader as a servant. In the introduction to The Power of ServantLeadership, Larry Spears identifies ten characteristics of the servant leader upon consideration ofRobert Greenleafs original writings: listening, empathy, healing, awareness, persuasion, 5. Leadership in Sustainable Development 3conceptualization, foresight, stewardship, commitment to the growth of people, and buildingcommunity (1998, pp. 5-8). Servant leadership could prove to be an important framework forlaying out the leadership responsibilities of a leader in sustainable development.What leaders doWhat do leaders do to turn words into deeds? Different authors use different terminologyto identify the practices of leadership. For the purposes of this subject, the five practices ofexemplary leadership have been borrowed directly from Kouzes and Posners The LeadershipChallenge: modeling the way, inspiring a shared vision, challenging the process, enabling othersto act, and encouraging the heart (2007).Modeling the way. Leaders must have a deep understanding of themselves, their team,their organization, their communities, and the global context in which they operate. Self-awareness includes discovering your self [sic], which includes an exploration of the innerterritory: you must first clarify your own values, the standards by which you choose to live yourlife (Kouzes & Posner, 2003, p. 52). An important part of modeling is personal mastery or thecommitment to personal growth and learning because people with high levels of personalmastery are continually expanding their ability to create the results in life they truly seek(Senge, 2006, p. 131).Inspiring a shared vision. A leader must be able to communicate the vision in ways thatencourage people to sign on for the duration and excite them about the cause (Kouzes & Posner,2007, p. 34). It is important to leave the shared in shared vision, because a vision is trulyshared when you and I have a similar picture and are committed to one another having it(Senge, 2006, p. 192). Steven Covey calls the concept pathfinding and uses the analogy of beingon the same page or song sheet because it suggests there is agreement about what matters most 6. Leadership in Sustainable Development 4in the organizations vision, values and strategic value proposition; and when played or sungtogether, the music is in harmony (Covey, S.R., 2004, p. 222).Challenging the process. According to Kouzes and Posner, the personal-best leadershipcases continue to be about radical departures from the past, about doing things that have neverbeen done before, and about going to places not yet discovered (2007, p. 163) This oftenrequires a shift in mental models: new insights fail to get put into practice because they conflictwith deeply held internal images of how the world works, images that limit us to familiar waysof thinking and acting (Senge, 2006, p. 163). Aligning with the shared vision is designing andexecuting systems and structures that reinforce the core values and highest strategic priorities ofthe organization (selected in the pathfinding process) (Covey, S.R., 2004, p. 234).Enabling others to act. Leaders make it possible for others to do good work (Kouzes &Posner, 2007, p. 21). Covey calls this getting out of the way or empowering. It unleashes humanpotential without externally motivating it (2004, p. 272). This can be done in learning teams,which is the process of aligning and developing the capacity of a team to create the results itsmembers truly desire (Senge, 2006, p. 218). Lack of enabling or empowering can lead to a lackof commitment (Lencioni, 2002, p. 207) that will ultimately impact the capacity to execute.Encouraging the heart. At the heart of leadership is caring. Without caring leadership hasno purpose (Kouzes & Posner, 2003, p. xi). The seven essentials for encouraging the heartinclude: set clear standards, expect the best, pay attention, personalize recognition, tell the story,celebrate together, and set the example (p. 18). Also, re

Recommended

View more >