Behavioural competencies of sustainability leaders: an empirical investigation

Behavioural competencies of sustainability leaders: an empirical investigation PurposeThe world faces greater environmental, social and governance challenges than ever before and a growing number of organisations are establishing sustainability functions, strategies and plans in an effort to address these complex issues. However, limited research exists on the critical behavioural competencies required to maximise leadership impact on sustainability initiatives. With the stakes so high and the task so complex, the purpose of this paper is to identify the key behavioural competencies of corporate sustainability leaders and set out a model for assessing these behavioural competencies.Design/methodology/approachBased on a review of the empirical literature, the study sets out five competency groupings, which informed a hypothesis. This was tested quantitatively via a self-report tool that enabled a quantitative analysis of behavioural competencies. Contributions from 97 participants were triangulated with data collected from colleagues who rated the participants on the same set of competencies.FindingsTen critical and ten prominent behaviours of sustainability leaders in five competency groupings were identified. The analysis also explored how the business sector, location, years of experience and level of qualification impacted upon the sample sustainability leaders’ perceived effectiveness.Research limitations/implicationsThe sample size means that the competency model derived from the findings should be seen as propositional and requiring further validation. Impact measures would add considerable robustness to the findings.Practical implicationsThe research offers a means to better focus and tailor leadership development experiences and as a tool for the recruitment of sustainability leaders.Originality/valueThe study is based on a robust quantitative approach, and the behavioural competency model developed as a result provides a tool for sustainability leaders to map current behaviours and monitor their progress over time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Behavioural competencies of sustainability leaders: an empirical investigation

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0953-4814
DOI
10.1108/JOCM-02-2017-0035
Publisher site
See Article on Publisher Site

Abstract

PurposeThe world faces greater environmental, social and governance challenges than ever before and a growing number of organisations are establishing sustainability functions, strategies and plans in an effort to address these complex issues. However, limited research exists on the critical behavioural competencies required to maximise leadership impact on sustainability initiatives. With the stakes so high and the task so complex, the purpose of this paper is to identify the key behavioural competencies of corporate sustainability leaders and set out a model for assessing these behavioural competencies.Design/methodology/approachBased on a review of the empirical literature, the study sets out five competency groupings, which informed a hypothesis. This was tested quantitatively via a self-report tool that enabled a quantitative analysis of behavioural competencies. Contributions from 97 participants were triangulated with data collected from colleagues who rated the participants on the same set of competencies.FindingsTen critical and ten prominent behaviours of sustainability leaders in five competency groupings were identified. The analysis also explored how the business sector, location, years of experience and level of qualification impacted upon the sample sustainability leaders’ perceived effectiveness.Research limitations/implicationsThe sample size means that the competency model derived from the findings should be seen as propositional and requiring further validation. Impact measures would add considerable robustness to the findings.Practical implicationsThe research offers a means to better focus and tailor leadership development experiences and as a tool for the recruitment of sustainability leaders.Originality/valueThe study is based on a robust quantitative approach, and the behavioural competency model developed as a result provides a tool for sustainability leaders to map current behaviours and monitor their progress over time.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: May 14, 2018

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