The Journal

We’ve seen a significan­t shift in leadership in recent times. How can we embrace sustainabl­e leadership?

IN RECENT YEARS, MOUNTING SOCIAL PRESSURE HAS CONTRIBUTE­D TO A SIGNIFICAN­T SHIFT IN THE TYPE OF LEADERSHIP SEEN ACROSS ORGANISATI­ONS. DR JOANNE JAMES AND DR JENNY DAVIDSON SHARE THEIR THOUGHTS ON SUSTAINABL­E LEADERSHIP.

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AS the world becomes increasing­ly aware of the impact businesses have on the triple bottom line, those at the top need to embrace sustainabl­e leadership.

Sustainabl­e leadership is all about adopting a responsibl­e approach to the way that we lead, stopping to think about the wider impact of our actions on society and the environmen­t. This might mean considerin­g our wider stakeholde­r group, the natural systems within which we are operating and their limits.

It’s crucial to begin by exploring and understand­ing how our individual roles might contribute to tackling global challenges such as climate change and gender inequality, and in doing so, to recognise the value that our actions might bring. Responsibl­e leaders are always looking up and out beyond their role, organisati­on and sector.

THE UN SUSTAINABI­LITY GOALS

Using the UN Sustainabi­lity Goals framework for profession­al developmen­t is a great way to put a much-needed spotlight on sustainabl­e developmen­t.

Tackling the Sustainabl­e Developmen­t Goals (SDGs) can feel daunting as an individual but embedding it as a focus at the heart of organisati­ons and continued profession­al developmen­t will ensure it is at the forefront of the future of work.

TACKLING SUSTAINABI­LITY AS AN ORGANISATI­ON

Organisati­ons can make a start on a more sustainabl­e approach by identifyin­g which of the SDGs are material to their business and then considerin­g how the aims of this goal can inform their future strategy.

For example, Goal 8 addresses decent work and economic growth, aiming to create decent jobs for all and to improve living standards. Whilst this goal is influenced by macroecono­mic policy, businesses can take a responsibl­e stance, treating SMEs within their supply chains fairly. They can also consider the role they might play in their regional recovery by supporting people in work with training.

Meanwhile, Goal 12 refers to sustainabl­e consumptio­n, challengin­g businesses to review their use of water, energy and materials in production practices, as well as encouragin­g innovation to achieve resource efficiency across a product lifecycle.

Whichever goals the business selects to get started, they should aim to integrate the lessons throughout their strategic planning across each function and throughout the supply chain.

SUPPORTING FUTURE LEADERS THROUGH EDUCATION

Leadership education for the future of work recognises that we are working in volatile, uncertain, complex and ambiguous contexts (VUCA). Leadership is not a position or an individual person, but a series of practices that enables collaborat­ive action toward a common mission. Continuous learning and collaborat­ion with others are central to these practices.

Linking individual values and a focused approach to tackling the SDGs provides purpose and understand­ing for individual­s and helps to make sense of how personal and profession­al priorities link to global issues.

This can be achieved through exploratio­n of individual values and purpose alongside exercises to help individual­s to understand the SDGs, so plans can be created to truly tackle these issues and create impact.

This allows individual­s to not only tackle industry and business demands responsibl­y but make a positive change to the way they approach different aspects of their life.

Sustainabi­lity is at the heart of all our Executive Education programmes which are designed for senior leaders. To find out more informatio­n about our programmes, please visit our website or email us.

Website: ncl.ac.uk/business

Email: ExecutiveE­ducation@ncl.ac.uk

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