Abstract:

Sustainability leadership is a critical leverage point for transformative change as businesses navigate how they operate amid the climate and ecological crisis. Much of the sustainability leadership literature remains focused on the cognitive elements and what is visible, such as competencies, behaviours, and technical capabilities, underplaying the deeper human, existential, and developmental dimensions required to lead in the context of an existential crisis. This paper presents empirical findings from a qualitative, ethnographic study of sustainability leadership development programmes delivered within the UK built environment sector. Drawing on participant observation, interviews, and narrative accounts from senior leaders, the research explores how sustainability leadership is experienced at a more visceral, embodied level, leading to more transformative outcomes in their sustainability leadership.

The findings reveal sustainability leadership development as a fundamentally transformative process, realization moments coming about through existential questioning, inner work (including reflection, meaning-making, and purpose), carefully designed learning processes, and subsequent activation and action. The paper proposes a conceptual framework that positions sustainability leadership development as a human transformation process rather than a purely technical or skills-based intervention. By integrating empirical insights with existing sustainability leadership theory, the research offers real-time insight and understanding of how leaders come to care, commit, and act in the face of broader sustainability questions and challenges. Implications for leadership development practice, education, and future research are discussed.

Please choose your submission type: Full Paper

Primary Track: Sustainable and Responsible Business

Keywords: responsible business;leadership/management development;education;mixed method

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Mrs. Elfrida Hamilton-Russell

Biography