Celeste Enoch and Thea van der Westhuizen
Purpose: The study aimed to provide empirical evidence of the leadership characteristics that impact the overall objective of national sustainability, using Company A as a case study.
Design/Methodology/approach: The research paradigm used within this study was that of pragmatism, which is generally related to mixed methods studies, incorporating both quantitative and qualitative research. The research sample included a group of 300 employees (top management, i.e., level 2 and 3 and lower-level employees, i.e., level 1 to whom questionnaires were administered and information obtained from numerous divisions within the organisation allowing for the prompting of an in-depth analysis of company data.
Findings: The findings of this study revealed that organisational performance is contingent on effective leadership that must be characterised by shared vision. A shared vision will enable organisations to adapt and extensively build an effective working environment that can integrate sustainability in its decision making. With this, the leadership, with the aid of the team, will understand and influence the creation of greener consumers by understanding the behaviours of consumers and the drivers of their attitudes.
Managerial implications: Organisations should emphasise the need to select leaders who can adapt to change and integrate such changes into the work environment. In the case of Company A, it is expected that leaders introduce corporate sustainability into the activities and other processes of creating products for consumers. This is achievable through shared vision, which in turn, motivates other employees to adopt sustainable practices.
Originality/value: The research developed a unique model that simplified the infusion of leadership styles and a green consumerism strategy in ensuring organisational sustainability. This contribution will equip managers across various sectors with insights for building national sustainability.