Strategic Decision Making for Organizational Sustainability: The Implications of Servant Leadership and Sustainable Leadership Approaches

Article English OPEN
Judita Peterlin ; Noel J. Pearse ; Vlado Dimovski (2015)
  • Publisher: University of Ljubljana
  • Journal: Economic and Business Review (issn: 1580-0466, eissn: 2335-4216)
  • Related identifiers: doi: 10.15458/85451.4
  • Subject: HF5001-6182 | Business | strategic decision making | servant leadership | sustainable leadership
    acm: InformationSystems_GENERAL | ComputingMilieux_THECOMPUTINGPROFESSION | ComputerApplications_MISCELLANEOUS | ComputingMilieux_LEGALASPECTSOFCOMPUTING

This conceptual paper explores the implications of servant leadership and sustainable leadership for strategic decision making by the top management of an organization. It is argued that a different type of leadership is required if effective strategic decisions are to be made in organizations striving to become more sustainable and that servant leadership and sustainable leadership approaches provide a sound basis to inform these decisions. The contributions of these two leadership approaches are explored, before considering the implications for leadership development. Particularly, the inclusion in leadership development programmes of values based leadership, and the development of integrative thinking, is discussed.
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