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PurposeThe purpose of this Guest editorial is to introduce a much needed special issue on leadership and sustainability/CSR, and to provide a road‐map for readers as to focus and content. And, last but not least, it seeks to present an opportunity for the Guest editor to thank the many kind people who gave of their time to review the many papers submitted for this special issue. If it were not for their help and wisdom, the project would not have been possible.Design/methodology/approachThe Guest editorial begins by reviewing some of the key issues facing leaders in organizations operating in a context of both serious global social problems and looming environmental crises.FindingsIt was found that, while books and articles focusing on CSR abound, there is very little that addresses the leadership aspect, and even less that is based on sound empirical research.Originality/valueThe introduction provides a brief overview of the articles contained in the special issue and a summary of what each contributes to the field.

PurposeThe purpose of this paper is to compare the stringency of different types of public financing institutions' safeguard mechanisms in the financing of large dams in developing countries. It seeks to do so by examining: the institutional strategies and policies currently in place in a set of key public financing institutions; and project‐level case studies of dams financed by these institutions and the stringency with which existing policies are applied by the key financing institutions. It aims then to cite the key factors determining why the "safeguard‐performance" between these types of financing institutions differs and what the implications are for leaders working to effect improvements in these areas.Design/methodology/approachThe study compares the safeguard mechanisms of two types of financing institutions by applying a set of benchmark criteria to both existing strategy and policy documents and to the actual application of those policies at the project level, through correspondence, interviews, and site visits.FindingsThe study argues that leaders may make a difference on improving the sustainability performance gap in the financing of large dams – with more difficulty in those cases where the current gap is mainly to be explained by "systemic" factors; and arguably with more ease in cases where the current gap is caused mostly by other factors.Research limitations/implicationsThe study leads to the above findings for the case of public financing institutions and large infrastructure projects (with a focus on dams). To make for greater generalisability of the findings, future research should complement this work by focusing on private financing institutions and on the financing of other types of projects.Practical implicationsLarge infrastructure projects have massive social and environmental impacts, and public financial institutions have a large stake in determining the sustainability (or otherwise) of these projects. The paper seeks to help make large infrastructure investments more sustainable by providing guidance to leaders as to where and how sustainability aspects could best be integrated in financing decisions for these projects.Originality/valueThe value added lies in helping leaders define where sustainability efforts in large infrastructure finance are warranted – and where, conversely, they represent largely wasted efforts.

Introduction : our view of leadership development / Cynthia D. McCauley, Ellen Van Velsor, Marian N. Ruderman -- Leader development systems / Cynthia D. McCauley, Kim Kanaga, Kim Lafferty -- Learning from experience / Jeffrey Yip, Meena S. Wilson -- Feedback-intensive programs / Sara N. King, Laura C. Santana -- Leadership coaching / Candice C. Frankovelgia, Douglas D. Riddle -- Leader development and social identity / Vijayan P. Munusamy, Marian N. Ruderman, Regina H. Eckert -- Development programs for educational leaders / Karen Dyer, Mike Renn -- Leader development in times of change / Michael Wakefield, Kerry A. Bunker -- Democratizing leader development / David G. Altman, Lyndon Rego, Steadman D. Harrison -- Evaluating leader development / Jennifer W. Martineau, Tracy E. Patterson -- Developing team leadership capability / Frederick P. Morgeson, Dennis Lindoerfer, David J. Loring -- Developing strategic leadership / Katherine Colarelli Beatty, Bruce Byington -- Developing globally responsible leadership / Laura Quinn, Ellen Van Velsor -- Developing intergroup leadership / Chris Ernst, Kelly M. Hannum, Marian N. Ruderman -- Developing interdependent leadership / Wilfred H. Drath, Charles J. Palus, John B. McGuire -- Afterword / Ellen Van Velsor, Marian N. Ruderman, Cynthia D. McCauley

PurposeThe purpose of this paper is to expand the field of sustainability/corporate social responsibility research to include a focus on leadership. It aims to present an exploratory study of senior leaders in organizations formally adopting principles of sustainability and how these leaders enact the tasks of leadership: setting direction, creating alignment, and maintaining commitment within the context of sustainability.Design/methodology/approachThe study uses a qualitative approach, sampling senior executives from organizations formally adopting sustainability practices and using a structured interview to uncover their leadership practices related to sustainability.FindingsLeaders adopting sustainability practices are similar to other "effective" leaders and yet they also have additional capacity and mindset to include a wider expanse of stakeholders and a different mindset as to the purpose of organizations.Research limitations/implicationsLimited sample of senior executives/CEOs, as well as a difficulty in attesting an organization's level of commitment to sustainability; this research links the field of leadership to the field of sustainability and calls for a more in‐depth investigation into the roles leaders and leadership play in the successful implementation of sustainability practices.Originality/valueLeaders interested in pursuing a sustainability agenda should pay attention to how the concept is framed and introduced into the organization; they should build capacity in their systems (educational, communication, rewards, performance, etc.) and culture to support sustainability, and broad and deep stakeholders engagement is essential for success.

PurposeThe purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture.Design/methodology/approachThe paper is based on a single case study of Novo Nordisk A/S.FindingsThe paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice.Research limitations/implicationsFuture research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice.Practical implicationsThe paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability.Originality/valueThe paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S.

PurposeThe purpose of this paper is to explore how organisations can develop leaders who have the competences necessary to ensure the sustainability of the company. It considers how the understanding and practice of responsible leadership can be enhanced by defining the competencies for integrating social and environmental considerations into business decision‐making processes.Design/methodology/approachThe research comprised two phases. An initial questionnaire surveyed a sample of managers operating in the public and private sectors in Europe (n=108). A second stage of the research used in‐depth interviews with 11 leading European‐based multinational companies.FindingsResults indicate that, whilst the qualities and skills of responsible leadership can be identified, a further mediating concept deemed to be "reflexive abilitites" is posited as required to explain their translation into individual managerial behaviours. The paper describes the nature of these reflexive abilities.Research limitations/implicationsA key limitation of the research is the small sample size, both for the survey and for the interviews. Further research is needed to develop a clearer understanding of the nature and functioning of the "reflexive abilities" and to establish the robustness of these concepts.Practical implicationsThe results of the research support the current awareness amongst management educators that the development of successful business leadership requires more than training in "hard" business functions. Although the importance of experientially learned "soft skills" has been acknowledged, the paper suggests that the development of responsible leadership needs a third dimension to be incorporated into management education.Originality/valueThe paper suggests that "reflexive abilities" should be developed as core competencies in management development. For the development of responsible leadership it is necessary to foster the intellectual capacities to reflect upon, synthesise and integrate local and global business information in a way that leads to a new interpretation of both factual and emotional data. These abilities may enable leaders to develop new ways of thinking and new business models which will ensure the sustainability of their businesses. The paper explores the implications for those responsible for designing and delivering management development programmes.

PurposeThe purpose of this paper is to benchmark how 25 companies in five industries are addressing corporate citizenship through their governance, structures and systems. The paper aims to look at patterns of leadership practice developing in firms in this regard and what might be shaping them. It also seeks to consider current practices in light of movement toward next‐generation corporate citizenship.Design/methodology/approachThe study surveyed a representative sample of Fortune 500 companies. To benchmark how companies are embedding citizenship into their governance, structure, and systems, two scorecards were devised measuring practices pertaining to: Corporate Board Governance; and Operational Management of Corporate Citizenship. Criteria chosen represent Board and management policies, behaviors, and/or public commitments.FindingsIt was found that, while corporate Boards are assuming more responsibility for oversight of conduct and taking account of specific social and environmental issues, citizenship is not yet fully embedded into Boards or the operating structures and systems of most firms.Research limitations/implicationsCompanies appear to be moving through developmental stages as they integrate citizenship into their governance and operations, with several developmental patterns emerging. While there seem to be specific patterns of development that link to the industry, issues faced, and culture of firms, it is difficult to generalize specific influences within industry from the relatively small sample. Further benchmarking is needed to better understand these issues and which ideas represent best practices going forward.Practical implicationsA next generation approach to corporate citizenship requires more than top down advocacy – this needs to be backed up by Board oversight and engagement and by layered management structures, systems, processes, and policies that make citizenship part of every employee's remit, across the company's value chain.Originality/valueThe paper provides a unique set of frameworks to assess company performance in relation to governing and managing corporate citizenship. It provides much needed data from companies across a number of industries to prompt further discussion on next generation corporate citizenship, where responsible business practices are woven into the corporate DNA.

PurposeThe move of organizations towards corporate global responsibility (CGR) is often a major change process that requires leadership throughout the organization. Despite an array of studies on managerial competencies in this area, previous research on leadership for CGR has not studied the actual leadership practices that are employed in a company's journey to CGR. The paper aims to fill this gap and to show how leadership for CGR is enacted by individuals and organizations that are highly successful CGR leaders.Design/methodology/approachThe paper uses a comparative case‐study approach of five multinational companies that are recognized as industry leaders for CGR. A total of 54 semi‐structured interviews with senior managers were complemented by ten focus groups and an examination of company reports, value charters and mission statements. Interviews as the main source of information were double‐coded in a three‐step process with the goal of knowledge development.FindingsThe paper identifies eight interrelated categories of leadership practices for global responsibility: developing CGR vision, strategy, and goals; integrating CGR into business decisions and operations; top management role modeling of CGR; engaging across boundaries; employee development and empowerment; systematic communication about CGR; developing accountability for CGR; and visible integrity in management behavior and decision making.Practical implicationsThe findings suggest that focusing on these leadership practices helps organizations build a strong leadership culture that is supportive of CGR.Originality/valueThe examination of actual leadership practices on multiple levels complements the existing knowledge on individual management competencies that are useful for driving CGR in organizations.

PurposeThe purpose of this paper is to outline how CSR can be effectively implemented and driven through the organisation. The emphasis of the paper is not on CSR definition but on the skills and capabilities needed by individuals and organizations to fully implement CSR application.Design/methodology/approachAs a qualitative study, interview, data feedback, and participant observation were the particular methodologies adopted.FindingsThree stages of CSR implementation and, within those stages, ten leadership skills and capabilities are identified. The nature of their inter‐relationship and how that impacts on application, is discussed and explored. The ten skills and capabilities form a portfolio for individual leaders to consider and indeed develop in their management of CSR. These capabilities are called forth in three logical stages from those required for early decision making to those required for full enactment of CSR, forming a clear model. This model provides a road‐map for leaders to increase their consciousness and their effectiveness in the implementation of true rather than token CSR.Research limitations/implicationsA limitation is the qualitative case‐based method. The learning arising from the study can be pursued and further tested through quantitative survey methods in order to provide for balanced, comparative analysis.Practical implicationsA road‐map to effective CSR application for leaders of organisations is offered. This road‐map can be used to guide current leaders and as a guide to developing future leaders.Originality/valueOriginality is high as no such model of CSR application exists. The value of the paper is to offer a research‐based practical guide to CSR implementation.