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Concept Of Sustainable Development In An Organisation

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It is important that organizations must adhere to the path of sustainable development. This is true not only for the large organizations but also for the small and mid-size organizations. I have learned that leadership has a critical role to play to spread the message around sustainability and triple bottom line. It is important that leaders must discuss all the bottom lines of people, process and profitability with key stakeholders (Morrissey & Dunphy, 2015). Leadership style is defined as an individual’s style of providing direction, implementing plans, making decisions and motivating people.  There are many different leadership styles and some of the major leadership styles are authoritarian, transactional, transformational, and servant. Transformational leadership is cantered on the organization and performance along with structuring all individuals work towards the company’s mission and strengthening and sustaining the institution for the future (Vidic & Burton, 2011).  On the other hand, transactional leadership promotes and encourages followers’ compliance through both rewards and punishments. Servant leadership concentrates on motivating employees and addressing their employee’s needs. Servant leadership appears to be the only type of leadership that cultivates employee’s personal and professional growth.

I personally believe that organizations should have servant leaders in place who are willing to serve the community and planet across the line of sustainable development. The traits, behaviours and leadership styles I would expect to see in a person who identifies as a servant leader would be, compassion, listener, awareness, stewardship, empathy, the ability to want to see people grow as well as bring a community together. Servant leadership can be considered a calling to a person who can listen to the people of a community to figure out the needs of the people in which they are serving. Not everyone is called to be a servant leader this is an inner feeling that comes natural it is not forces. I have learned that servant leaders are critical for sustainable development of organizations. The advantage with servant leadership is that it switches together the businesses with community (Lozano, 2014).


It is critical that the leaders must realize the value of each of the six forms of capital. The development, distribution, and quantification of the six types of capital embedded within this new framework present new ways for professionals to add value to the organization. While financial and human capital is absolutely important, the power and importance of natural and intellectual capital shall not be overlooked. It can be said that the large organizations have a lot of responsibility for overall sustainable development. The government can act as a system of check and balances. However, organizations must realize their responsibilities towards sustainable development. Organizations must collaborate together to work for a better society. For example, the organizations in oil and gas sector can work together to reduce the harmful effect of ocean drilling.

There are various examples of businesses and organizations involved in sustainable business measures. For example, Google is committed to help society to emerge as a better planet. When you are being any type of leader you have to establish a reputation with the people so that they can understand you and become comfortable with you and let their guard down. It is very hard to be a leader in any position because you don't know how you are going to come off to other people. It doesn't matter if you have been doing it for years you still have realized that all people are different and they have different concepts of things (Govindan & Khodaverdi, 2013). You may have had a great time being a leader to others from another organization but now that your trying to lead a total different group of people it's going to change. They may not like the fact that you lead the people the way your trying to lead the new group it's always going to be different every time.

Another example of sustainable business practices used effectively is at Starbuck’s Coffee Company. Starbucks HR Leader Scott Pitasky describes how he is constantly seeking to improve the employee experience by working directly with line-level employees. He seeks to work directly with the employees, analyse how they work, listen to them, and then ultimately make adjustments based on their needs (Moss, 2016). This type of leadership is an example of how when seeking to get more from followers, instead of commanding change, effective sustainable development will start at the bottom and work up to find ways to be effective and create competitive advantages.

Authors argued that sustainable development should not be a one-time thing for any organizations. I also believe that sustainable development should be part of the overall business level strategy of the organization. In the current competitive environment, organizations cannot afford to have sustainable development only as a support strategy. It can be concluded that organizational development must focus on all the three bottom lines. The financial capital must be values along with the natural and intellectual capital. Today, a strong organization is not the one who is profitable, but the one who is sustainable.



Govindan, K., Khodaverdi, R., & Jafarian, A. (2013). A fuzzy multi criteria approach for measuring sustainability performance of a supplier based on triple bottom line approach. Journal of Cleaner Production, 47, 345-354.

Lozano, R. (2014). Creativity and organizational learning as means to foster sustainability. Sustainable development, 22(3), 205-216.

Morrissey, J. E., & Dunphy, N. P. (2015). Towards Sustainable Agri-Food Systems: The role of Integrated Sustainability and Value Assessment Across the Supply-Chain. International Journal of Social Ecology and Sustainable Development (IJSESD), 6(3), 41-58.

Moss, D. (2016). Brewing a Better Business. HR Magazine, 61(2), 46-48.

Vidic, Z., & Burton, D. (2011). Developing Effective Leaders: Motivational Correlates of Leadership Styles. Journal of Applied Sport Psychology, 23(3), 277-291


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