Abstract
The current strategy-execution gap in hospitality sustainability is the focus of the present paper, which forms a multi-level competency framework of sustainable leadership, especially considering emerging economy conditions. The study combines theoretical streams to form an integrative multi-level model that is done through a narrative conceptual review synthesising literature on sustainable leadership, hospitality management, and implementation of strategies.
The concept of sustainable leadership is re-theorized as a vertically integrated competency system as opposed to individual characteristics and top-management symbolism. The framework presents various, but connected competencies, at three levels of hierarchy, strategic (setting of the vision, institutionalizing sustainability, strategic alignment, driving transformation), operational (using principles, managing processes, motivating behaviours, implementing KPIs), and execution (training frontline, identifying inefficiency, reinforcing practices, suggesting improvements). The challenges are mapped by level such as regulatory complexity at strategic level, translation gaps at operation level, and authority constraint at execution level. The contextual analysis of Nigeria shows how the implementation barriers are increased by the scarcity of resources, lack of infrastructures, and weak institutions. The framework adds to the multi-level leadership theory through expression of vertical interdependencies of sustainability implementation that cuts across the top-down strategic and bottom-up operational views considering emerging economy contingencies. The model offers pragmatic advice to hospitality leaders, policymakers, and associations in the industry to diagnose the implementation discrepancies and generate specific competency intervention at different organizational levels.