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Leadership in sustainability planning: propagating visions through empathic communication

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  • Maged Senbel

Abstract

Despite their lack of decision-making power, planners frequently prevail in advancing strong sustainability agendas. A review of leadership and planning literature suggests that they employ collaborative practice. Using an ethnographic methodology that draws from the stories and actions of six planners with sustainability mandates, supplemented with a survey of their staff and colleagues, this research examines how they do it. Findings suggest that despite variety in their organisational contexts, the planners relied on strong visions and on forging and maintaining relationships to set and implement sustainability mandates. The planners deployed participative and collaborative values selectively in support of their mandates.

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  • Maged Senbel, 2015. "Leadership in sustainability planning: propagating visions through empathic communication," Journal of Environmental Planning and Management, Taylor & Francis Journals, vol. 58(3), pages 464-481, March.
    • Handle: RePEc:taf:jenpmg:v:58:y:2015:i:3:p:464-481
    DOI: 10.1080/09640568.2013.862166
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    References listed on IDEAS

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    1. John F. Forester, 1999. "The Deliberative Practitioner: Encouraging Participatory Planning Processes," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262561220, April.
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    1. Tai-Wei Chang, 2020. "Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior," IJERPH, MDPI, vol. 17(7), pages 1-20, April.
    2. Tai-Wei Chang & Kuo-Hsuan Wang & Yi-Hsiung Lin, 2020. "Corporate Sustainability: It’s Mine! Effect of Green Product Psychological Ownership on the Environmental Behavior and Performance of Employees," Sustainability, MDPI, vol. 12(24), pages 1-19, December.

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