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Practice of Sustainability Leadership: A Multi-Stakeholder Inclusive Framework

Author

Listed:
  • Payyazhi Jayashree

    (Faculty of Business, University of Wollongong in Dubai, Dubai P.O. Box 20183, United Arab Emirates)

  • May El Barachi

    (Faculty of Engineering & Information Sciences, University of Wollongong in Dubai, Dubai P.O. Box 20183, United Arab Emirates)

  • Feras Hamza

    (School of Humanities, Social Sciences and Health, University of Wollongong in Dubai, Dubai P.O. Box 20183, United Arab Emirates)

Abstract

Sustainability leadership aims at balancing short-term economic goals with long-term sustainable development goals by considering the interests of all stakeholders instead of just shareholders and focusing on a triple bottom line: people, planet, and profit. The existing research on sustainability leadership has mainly focused on the role of individual competencies without considering other meso and macro level factors that can impact the enactment of sustainable leadership. The studies that have considered these micro, meso, and macro levels have conceptualized these levels as stratified and discrete, assuming a hierarchical relationship between them. Such a conceptualization constitutes an impediment to the dynamic communication and engagement that is necessary to the achievement of sustainability goals. Drawing on stakeholder theory, this study investigates the key factors impacting the practice of sustainability leadership in a contextually relevant manner. More specially, we propose a multi-level, multi-stakeholder framework for sustainability leadership that is data driven and supported by evidence. This framework is meant to portray a holistic model that is dynamic and reciprocal in the manner in which micro, meso and macro factors impact each other. Qualitative research methods and purposive sampling were used for four stages of data collection, from 39 individuals with diverse profiles across the sustainable-engineering sector. The data collected were analyzed thematically, and the findings formed the basis of the dynamic inclusive business model for sustainability proposed in this paper, which challenges the traditional hierarchical business models. The data-driven, multi-level, multi-stakeholder framework proposed in this work extends the literature by providing insights on the key factors that impact the practice of sustainability leadership in the context of SMEs, operating in an emerging market. This framework demonstrates that the effective practice of sustainability leadership by SMEs is influenced by the interplay of factors at micro, meso and macro levels, as represented by individuals, organizations/firms, and governments.

Suggested Citation

  • Payyazhi Jayashree & May El Barachi & Feras Hamza, 2022. "Practice of Sustainability Leadership: A Multi-Stakeholder Inclusive Framework," Sustainability, MDPI, vol. 14(10), pages 1-22, May.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:10:p:6346-:d:821860
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    References listed on IDEAS

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    1. Khutso Mankgele & Olawale Fatoki, 2024. "Green empowering leadership and organisational citizenship behaviour toward the environment of employees in hospitality firms in South Africa," International Journal of Business Ecosystem & Strategy (2687-2293), Bussecon International Academy, vol. 6(5), pages 57-67, October.
    2. Murtaza Haider & Randall Shannon & George P. Moschis & Erkko Autio, 2023. "How Has the COVID-19 Crisis Transformed Entrepreneurs into Sustainable Leaders?," Sustainability, MDPI, vol. 15(6), pages 1-20, March.
    3. Asuamah Yeboah, Samuel, 2024. "Navigating the Nexus: Overcoming Challenges in Public-Private Partnerships for Sustainable Building Initiatives in Developing Countries," MPRA Paper 122667, University Library of Munich, Germany, revised 05 Nov 2024.
    4. Sara Omair & Hafiz Muhammad Usman Khizar & Satish Kumar, 2025. "The power of language in leadership: a systematic literature review and bibliometric analysis of leader motivating language," Asian Business & Management, Palgrave Macmillan, vol. 24(3), pages 385-427, July.

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