1Muhammad Jehanzaib Chaudhry, 2Sadia Noureen
1Ph.D. Scholar School of Education, Universiti Teknologi Malaysia, Johor, Malaysia Supervisor Math & Computer Skills Departments Academic Bridge Program, QF, Doha Qatar
2Ph.D. Scholar Azman Hashim International Business School Universiti Teknologi Malaysia, Johor, Malaysia
DOI : https://doi.org/10.47191/ijmra/v6-i10-13Google Scholar Download Pdf
ABSTRACT:
It is widely believed that leadership is a fundamental element in transforming any organization into a sustainable organization and that the sustainable leadership allows a firmer and resilient solution to attain sustainability that is acceptable to all the key stakeholders in any organization. It is believed that organizations should discontinue to consider leadership as a tool to control employees. Although, sustainability, sustainable practices and sustainable leadership are the topics that have been discussed by many scholars and researchers, but the available literature suggests that for the effective implementation, more theoretical and practical study of the topic is required. The aim of this study is to investigate and analyze the notion of sustainable leadership to offer a conceptual framework encompassing sustainable leadership. This contemporary study reexamined the present structures, theories, and fine points of sustainable leadership conceptually and offer a combined conceptualized framework. The conceptualized blend of the literature encompassing the sustainable leadership theories in various perspectives prescribed by Hargreaves and Fink (2004), Davies (2007), Casserley and Critchley (2010), Avery and Bergsteiner (2011), and Steve Lambert (2011). These pivotal propositions are represented with the aim of unifying the core theories of sustainable leadership and organizing them for undemanding access for the future researchers.
KEYWORDS:Sustainability, Leadership, Sustainable leadership, Sustainable Practices
REFERENCES1) Avery, G. C., & Bergsteiner, H. (2011). Sustainable Leadership practices for enhancing business resilience and performance. Strategy and Leadership, 5–15.
2) Barr, J., & Dowing, L. (2012). Leadership in Health Care. Sage Publications.
3) Bennis, W. G., & Nanus, B. (2007). Leaders: The Strategies for Taking Charge. HarperCollins.
4) Bratton, J. (2020). Organizational Leadership. SAGE.
5) Bratton, J., & Gold, J. (2017). Green HRM and Environmental Sustainability. In Human Resource Management. https://doi.org/10.1057/978-1-137-58668-1_16
6) Bulmer, E., Riera, M., & Rodríguez, R. (2021). The Importance of Sustainable Leadership amongst Female Managers in the Spanish Logistics Industry: A Cultural, Ethical and Legal Perspective. Sustainability 2021, Vol. 13, Page 6841, 13(12), 6841. https://doi.org/10.3390/SU13126841
7) Burawat, P. (2019). The relationships among transformational leadership, sustainable leadership, lean manufecturing and sustainability performance in Thai SMEs manufecturing industry. International Journal of Quality & Reliability Management.
8) Caffaro, F., Roccato, M., Micheletti Cremasco, M., & Cavallo, E. (2019). An ergonomic approach to sustainable development: The role of information environment and social-psychological variables in the adoption of agri-environmental innovations. Sustainable Development, 27(6), 1049–1062. https://doi.org/10.1002/SD.1956
9) Casserley, T, & Critchley, B. (2010). A new paradim of leadership development. Industrial and Commercial Training, 287–295.
10) Casserley, Tim, & Megginson, D. (2008). Learning from Burnout (1st ed.). Routledge.
11) Crews, D. E. (2010). Strategies for implementing sustainability: five leadership challenges. SAM Advanced Management Journal, 75(2), 15–21.
12) Davies, B. (Ed. . (2007). Developing Sustainable Leadership. Sage Publication.
13) Elkington, J. (1997). Cannibals with forks: the triple bottom line of 21st Century Business, Capstone, Oxford. Capestone, London, 1(1986).
14) Elkington, J. (2004). Enter the triple bottom line, In: Henriques, A. and Richardson, J.(Eds) ,The Triple Bottom Line: Does it All Add Up? Earth Scan.
15) Ewen, C., Wihler, A., Blickle, G., Oerder, K., Ellen, B. P., Douglas, C., & Ferris, G. R. (2013). Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators. The Leadership Quarterly, 24(4), 516–533. https://doi.org/https://doi.org/10.1016/j.leaqua.2013.03.006
16) Fadlelmula, F. K., & Koc, M. (2016). Overall Review of Education System in Qatar; Compared to National and International Standards. LAP LAMBERT Academic Publishing.
17) Francis, H., Holbeche, L., & Reddington, M. (2012). People and Organisational Development: A New Agenda for Organisational Effectiveness. Chartered Institute of Personnel and Development, London.
18) Fullan, M. (2001). Leading in a Culture of Change. Jossey-Bass.
19) Garavan, T., Gubbins, C., Hogan, C. andWoodlock, M. (2007). Transitioning to a strategically aligned HRD function: the case of a health services organisation. In Human Resource Development in the Public Sector: The Case of Health and Social Care (pp. 40–79).
20) Halisçelik, E., & Soytas, M. A. (2019). Sustainable development from millennium 2015 to Sustainable Development Goals 2030. Sustainable Development, 27(4), 545–572. https://doi.org/10.1002/SD.1921
21) Hammad, W., & Shah, S. (2018). Dissonance Between the “International” and the Conservative “National”: Challenges Facing School Leaders in International Schools in Saudi Arabia. Educational Administration Quarterly, 54(5), 747–780. https://doi.org/10.1177/0013161X18785864
22) Hargreaves, A. (2002). Welcome to Sustainable Leadership Sustainable development Sustainable development , democracy. Sustainable Development, 1–77. http://proquest.umi.com/pqdweb?did=766447591&Fmt=7&clientId=3748&RQT=309&VName=PQD
23) Hargreaves, A., & Fink, D. (2003). Sustaining leadership. Phi Delta Kappan, 84(9), 693–700.
24) Hargreaves, A., & Fink, D. (2004a). The Seven Principles of Sustainable Leadership. Educational Leadership, 61(7), 8–13.
25) Hargreaves, A., & Fink, D. (2004b). The Seven Principles of Sustainable Leadership. Educational Leadership: Journal of the Department of Supervision and Curriculum Development, N.E.A, 61(7): 8-13.
26) Hargreaves, A., & Fink, D. (2006). Sustainable Leadership. Jossey-Bass - Wiley Imprint.
27) Hewison, A. and Griffiths, M. (2014). Leadership development in health care: a word of caution. Journal of Health Organization and Management, 18(6), 464–473.
28) Holden, E., Linnerud, K., & Banister, D. (2017). The Imperatives of Sustainable Development. Sustainable Development, 25(3), 213–226. https://doi.org/10.1002/SD.1647
29) Iqbal, Q., Ahmad, N. H., Nasim, A., & Khan, S. A. R. (2020). A moderated-mediation analysis of psychological empowerment: Sustainable leadership and sustainable performance. Journal of Cleaner Production, 262, 121429. https://doi.org/10.1016/j.jclepro.2020.121429
30) Jaap, P. (2009). HR Mand Performance: Achievements, Methodological Issues and Prospects. Journal of Management Studies, 46(1), 22–80.
31) K.S., G., & M.A., L. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103(4), 511–528.
32) Kang, J., & Hustvedt, G. (2014). Building Trust Between Consumers and Corporations: The Role of Consumer Perceptions of Transparency and Social Responsibility. Journal of Business Ethics, 125(2), 253–265. https://doi.org/10.1007/s10551-013-1916-7
33) Kantabutra, S. and Saratun, M. (2013). Sustainable leadership: honeybee practices at Thailand’s oldest university. International Journal of Educational Management, 27(4), 356–376.
34) Lambert, S. (2020). The implementation of sustainable leadership in general further education colleges. Journal of Leadership Education, 11(2), 102–120. https://chesterrep.openrepository.com/handle/10034/623563
35) Lambert, Steve. (n.d.). The perception and implementation of sustainable Leadership strategies in further education colleges.
36) Lambert, Steve. (2011). Sustainable leadership and the implication for the general further education college sector. Journal of Further and Higher Education, 35(1), 131–148. https://doi.org/10.1080/0309877X.2010.540319
37) Logan, M. (2010). Why Hospitals Should Fly: The Ultimate Flight Plan to Patient Safety and Quality Care. Biomedical Instrumentation & Technology, 44(2), 110. https://doi.org/10.2345/0899-8205-44.2.110
38) Mohanty, N. G. and P. (2019). On Passion & Sustainable Leadership. Indian Journal of Industrial Relations, 54(3), 541–552. 39) Oketcho, E. J., Ssempala, F., Ujeyo, M. S. S., & Atibuni, D. Z. (2020). Headteachers’ Management Styles and Teachers’ Role Performance in Secondary Schools in Tororo District, Uganda. Journal of Education, 200(2), 111–119. https://doi.org/10.1177/0022057419877393
40) Rasheed, M. I., Humayon, A. A., Awan, U., & Ahmed, A. ud D. (2016). Factors affecting teachers’ motivation: An HRM challenge for public sector higher educational institutions of Pakistan (HEIs). International Journal of Educational Management, 30(1), 101–114. https://doi.org/10.1108/IJEM-04-2014-0057
41) Rehman, S., Qingren, C., Latif, Y., & Iqbal, P. (2017). Impact of Psycological Capital on Occupational Burnout and Performance of Faculty Members. International Journal of Educational Management, 31(4), 455–469.
42) Sachs, J. D. (2016). 12. Climate Change. The Age of Sustainable Development, 393–446. https://doi.org/10.7312/SACH17314-014/HTML
43) Steinmann, B., Nübold, A., & Maier, G. W. (2016). Validation of a German version of the ethical leadership at work questionnaire by Kalshoven et al. (2011). Frontiers in Psychology, 7(MAR), 1–17. https://doi.org/10.3389/fpsyg.2016.00446
44) Suriyankietkaew, S., & C. Avery, G. (2014). Employee satisfaction and sustainable leadership practices in Thai SMEs. Journal of Global Responsibility, 5(1), 160–173. https://doi.org/10.1108/JGR-02-2014-0003
45) Syed, A. K., & Dong, Q. (2017). Impact of green supply chain management practices on firms’ performance: an empirical study from the perspective of Pakistan. Environmental and Pollution Research, 24(1), 16829–16844.
46) Tuan, L. T. (2012). An air-flight ticket agency with sustainable leadership. Journal of Management and Sustainability, 2(1), 210–216.
47) Yulk, G. (2013). Leadership in Organization (Pearson edition). Prentice Hall.
48) Zhang, T., C. Avery, G., Bergsteiner, H., & More, E. (2014). The relationship between leadership paradigms and employee engagement. Journal of Global Responsibility, 5(1), 4–21. https://doi.org/10.1108/JGR-02-2014-0006
Volume 06 Issue 10 October 2023
There is an Open Access article, distributed under the term of the Creative Commons Attribution – Non Commercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting and building upon the work for non-commercial use, provided the original work is properly cited.
Our Services and Policies
Authors should prepare their manuscripts according to the instructions given in the authors' guidelines. Manuscripts which do not conform to the format and style of the Journal may be returned to the authors for revision or rejected.
The Journal reserves the right to make any further formal changes and language corrections necessary in a manuscript accepted for publication so that it conforms to the formatting requirements of the Journal.
International Journal of Multidisciplinary Research and Analysis will publish 12 monthly online issues per year,IJMRA publishes articles as soon as the final copy-edited version is approved. IJMRA publishes articles and review papers of all subjects area.
Open access is a mechanism by which research outputs are distributed online, Hybrid open access journals, contain a mixture of open access articles and closed access articles.
International Journal of Multidisciplinary Research and Analysis initiate a call for research paper for Volume 07 Issue 05 (May 2024).
PUBLICATION DATES:
1) Last Date of Submission : 26 May 2024 .
2) Article published within a week.
3) Submit Article : editor@ijmra.in or Online
Why with us
1 : IJMRA only accepts original and high quality research and technical papers.
2 : Paper will publish immediately in current issue after registration.
3 : Authors can download their full papers at any time with digital certificate.
The Editors reserve the right to reject papers without sending them out for review.
Authors should prepare their manuscripts according to the instructions given in the authors' guidelines. Manuscripts which do not conform to the format and style of the Journal may be returned to the authors for revision or rejected. The Journal reserves the right to make any further formal changes and language corrections necessary in a manuscript accepted for publication so that it conforms to the formatting requirements of the Journal.