Sustainable leadership: Rhineland practices at a Thai small enterprise

Sooksan Kantabutra and Suparak Suriyankietkaew

International Journal of Entrepreneurship and Small Business, 2013, vol. 19, issue 1, 77-94

Abstract: This paper adopts Avery's 19 Rhineland leadership practices derived from sustainable enterprises as a framework to examine the sustainable business practices of a small enterprise in Thailand. Using a case study approach, multi-data collection methods included non-participant observations during several enterprise visits, semi-structured interview sessions with multiple stakeholders, and reference to internal information and published documentation. Evidence was found for compliance with 14 of Avery's 19 sustainable leadership elements, but to various degrees. The elements were categorised into six core groups of practices: adopting a long-term perspective, focusing on people priority, strong organisational culture, nurturing innovation, social and environmental responsibility, and ethical behaviour. The paper concludes that Avery's 19 Rhineland practices provide a useful framework applicable to small enterprises in Thailand to evaluate their corporate sustainability. Small enterprises in Thailand and possibly in other Asian countries that wish to sustain their organisational success could adopt Avery's 19 Rhineland leadership grid elements to investigate their leadership practices, and adjust them to become more sustainable.

Keywords: sustainable leadership; Rhineland principles; corporate sustainability; entrepreneurship; small business; sustainable development; Thailand; long-term perspectives; people priority; organisational culture; corporate culture; innovation; social responsibility; environmental responsibility; ethical behaviour; ethics. (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (7)

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