Sustainability-Embedded Leadership for Successful Change Management

Susan Akinwalere, Kirk Chang () and Salim Barbhuiya
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Susan Akinwalere: Royal Docks School of Business and Law, University of East London, 1 Salway Road, London E15 1NF, UK
Kirk Chang: Royal Docks School of Business and Law, University of East London, 1 Salway Road, London E15 1NF, UK
Salim Barbhuiya: School of Architecture Computing and Engineering, University of East London, University Way, London E16 2RD, UK

Sustainability, 2025, vol. 17, issue 17, 1-23

Abstract: Drawing on Daniel Goleman’s leadership paradigm as well as critically engaging with the Authentic Leadership and Complexity Leadership theories, this article explores how leadership drives change management, specifically in the context of advancing organizational sustainability. While change management has been widely examined in areas such as technology adoption and restructuring, there is less clarity on how to lead change that directly supports sustainability goals. Therefore, the current research addresses the gap by focusing on leadership strategies that effectively embed sustainability into leadership practices. Using a theory triangulation method, we built an analytic framework that integrates theoretical and empirical perspectives to better understand how sustainability-embedded leadership can support change management for the best possible outcome. Research data are gathered from respected academic sources including ProQuest, JSTOR, and Google Scholar. Research findings reveal that leaders who tailor their leadership to specific situations are more effective at advancing organizational sustainability than those who rely on a single type of leadership. We also create a contrast table to demonstrate the characteristics of eight leadership types, with a focus on how each can contribute to organizational performance and sustainability. The table serves as a managerial guide for aligning leadership strategies with sustainability objectives. The current research contributes to the intersection of leadership and sustainability by identifying how different leadership types affect an organization’s ability to adopt and implement sustainable practices. By clarifying the strengths and limitations of each approach, the current research enhances the understanding of how situation-oriented leadership can support sustainability goals. The findings also have practical implications for how organizations design and implement change management policies aimed at long-term environmental, social, and economic sustainability. Limitations and future research directions are discussed.

Keywords: change management; employee engagement; leadership; organizational change; sustainability; sustainable goals (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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