Week 5-NOC-Jul24-Sustainable Happiness PDF

Sustainable Happiness T EL P by N Prof. Atasi Mohanty Rekhi Centre of E...

Sustainable Happiness T EL P by N Prof. Atasi Mohanty Rekhi Centre of Excellence for the Science of Happiness Module 05 : Sustainable Leadership Lecture 21 : Need for Sustainable Leadership ❖What is sustainable leadership? ⮚Sustainable leaders look beyond immediate, short-term gains to see the role their organization plays in a larger context. ⮚ They set strategies and ensure the delivery of results that meet the triple L bottom line of social, environmental and financial performance. E ⮚Sustainable leadership matters, spreads and lasts. T ⮚ It is a shared responsibility, that does not unduly deplete human or P financial resources, and that cares for and avoids exerting negative damage on the surrounding educational and community environment. N ⮚ Sustainable leadership has an activist engagement with the forces that affect it, and builds an educational environment of organizational diversity that promotes cross-fertilization of good ideas and successful practices in communities of shared learning and development. ⮚Sustainable leadership involves strategies that are not only environmentally effective but also socially equitable and economically viable. ⮚Such leadership practices are essential in today’s global market where the push towards sustainability is shaping how companies operate and compete. Why do we need sustainable leaders? ✔ Complex, transnational issues—pressure on natural and food resources, our ecological footprint and climate change, regional instability, security issues, access to healthcare and education, L social disruption and technological change—cannot be solved by E political institutions alone. T ✔ There is growing social pressure on companies to consider “people, P planet and profit” and to respond to the concerns of multiple stakeholders, both inside and outside the business. N ✔ Organizations, therefore, are in desperate need of sustainable leaders who can balance short-term and long-term priorities and create value for a variety of stakeholders. ✔ With climate change impacting industries, sustainable leadership becomes crucial for resilience. ✔ Thus, sustainability requires leaders who could devise approaches, policies, and programs to foster sustainable practices at social and organizational level and ignite economic prosperity. ▪ It attracts talent and customers while ensuring businesses align with sustainability goals, fostering success and supporting interconnected systems for a better future. ▪ Sustainability, sustainable leadership, eco-sensitive leadership, L green leadership, and sustainability leadership are used E interchangeably to link sustainable practices with leadership T and/or management. P ▪ Multiple diverse stakeholders consider sustainable leadership as top priority and standard practice in the green economy. N ▪ Sustainable leadership is viewed as a vital organizational practice to foster organizational learning (Riseley,2016). ▪ Sustainable leadership comprises of those behaviors and practices that create lasting value for all stakeholders such as the society, environment, and future generations at large. ▪ Sustainable leadership is a source of competitive advantage for organizations. ▪ Sustainable leadership brings opportunities to the organizations in the shape of innovation, continuous improvement, sustained competitive advantage, and long-term success. ▪ As sustainable leadership creates an environmental vision through L cultural changes and create networking with various stakeholders E to cope with climate change; therefore, deemed as the crux of T green initiatives and ecological performance at organizational level P. N ▪ Sustainable leadership increases organizational performance by reducing costs and increasing potential revenue. ▪ Sustainable leaders have proactive approach where they constantly scan the environment to monitor the external changes in the market where they develop sustained relationship with internal and external stakeholders. ▪ They focus on accomplishing optimum performance for both society and environment. ✔ Sustainable leaders develop a long-term vision, emphasize on the green initiatives, recognize sustainability issues, instill green management systems, and promote incremental and radical innovation. L ✔ Under sustainable leadership, organizations reap numerous E benefits such as protecting the natural resources and efficient usage of resources. T ✔ The cascading effects of globalization, changing business P environment, economic uncertainties, technological N advancements, heightened stress levels and increasing incidence of behavioral deviance have changed the workplace requiring sustainable leadership. ✔ Now, businesses are experiencing a positive change by aligning their financial performance with their social and environmental performance, such phenomenon emerges as sustainable performance ✔ Sustainability is viewed as a business strategy which has close association with corporate governance. ✔ As the organization, environment, and society are mutually associated the effective integration of the ecological, L environmental, and social performance provides a robust E competitive advantage to the organizations to endure long- lasting business. T ✔ Presently, diverse stakeholders are pressurizing and admiring P business organizations to accomplish their voluntary N environmental and social goals as a single entity along with their final goals (Iqbal, 2020). ⮚Principles of Sustainable Leadership 1. Sustainable leadership creates and preserves sustaining learning. 2. Sustainable leadership secures success over time. 3. Sustainable leadership sustains the leadership of others. 4. Sustainable leadership addresses issues of social justice. 5. Sustainable leadership develops rather than depletes human and material resources. 6. Sustainable leadership develops environmental diversity and capacity. L 7. Sustainable leadership undertakes activist engagement with the E environment ❖Behaviors of Sustainable Leaders P T N  T EL N P ⮚Key competencies of Sustainable Leaders ⮚Sustainable leaders have a strong interior sense of purpose that grows into a stronger sense of purpose and mission within the L organization. E ▪ They are oriented toward the long term success. T ▪ Enlightened Self-interest: Valuing the interests of stakeholders P rather than using people for individual gain; N ▪ Long-term orientation: Focusing on long-term goals and not being dissuaded by pressure from parties with different and competing goals while being aware that there is no long-term success without short-term delivery; ▪ “Presencing”: Achieving one's highest future potential through a combination of sensing (feeling one's future possibility or purpose) and presence (the state of being in the present moment). ✔Inspiring others and working together in the pursuit of a vision. ✔Integrating careful observation of a situation, quiet reflection, reaction to feedback and then decisive action where required. L ▪ Courage: Being driven to overcome resistance and keep up E momentum toward desired goals. T ▪ Making decisions in uncertain conditions, unhindered by an P overload or lack of information. N ▪ Integrity: Demonstrating honesty and moral values in both their professional and personal life so that stakeholders see sustainable leaders as role models. ▪ Open-mindedness: Displaying an unprejudiced attitude toward new ideas and the beliefs of other stakeholders. ▪ Transparency: Disclosing the bad news, as well as the good. ▪ Offering both positive and critical feedback to reinforce the best behavior in others while curtailing the worst. ⮚Sustainable leaders are adept at systems thinking and always will be aware that there is a bigger context beyond the immediate focus of the organization. ⮚ They have the intellectual flexibility to see the big picture, as well L as the capability to analyze the details of a strategy, and can shift E perspectives quickly and frequently where necessary. T ✔ Seeing the bigger picture: Realizing that there always is a bigger P picture; N ✔ Appreciating the details: Recognizing that successful execution of a strategy depends on getting the details right, ✔ Maintaining balanced decision-making: Considering both global and local perspectives to make and gain support for well-founded decisions, ✔ Keeping the things simple: Fundamentally understanding one’s business, products, organization and processes. ▪ Sustainable leaders understand people across cultures: embrace diversity; and build productive, long-term relationships with key stakeholders through dialogue, leading to concrete and positive results; L ▪ Understanding across cultures: Enhancing the knowledge and E ability to recognize, interpret and react appropriately to people, T organizations and other stakeholders. P ▪ Appreciating and embracing diversity: Eliminating unfair treatment N and maximizing the potential stakeholder benefits of a diverse organization, ▪ Networking: Recognizing and acting upon sustainable business opportunities and building new relationships with stakeholders, ▪ Facilitating meaningful dialogue: Sharpening listening skills, demonstrating the ability to make decisions on a collective basis and exhibiting a willingness to encourage a sustainable language. ▪ Empowering: Giving stakeholders autonomy, allowing them to solve problems in new ways, and providing the intellectual stimulation to engage with their work and the sustainability objective. ▪ Measuring improvements: Fine-tuning the analytical and reflective ability to measure improvements on multiple dimensions beyond L bottom-line results. E ⮚How to select Sustainable Leaders ??? T ⮚Relevant experience Assessment - Following characteristics could P be considered: Educational level: Ideally, an academic level in a field that encourages N systems thinking; e.g. engineering. Functional background: A cross-functional career, particularly in areas that focus extensively on dealing with different stakeholder groups. International assignment experience: A period of time spent living and working in foreign countries, ideally in both developed and developing markets. ▪ Competency-based interviewing- ✔ Assessing the sustainability mindset of candidates: In terms of mindset, leaders traditionally are assessed on how motivated L they are to fulfill a role, as well as their energy and drive. ✔ Sustainable leaders also need a special type of self-awareness : T E Example-What is your personal sense of purpose? ✔ Assessing skills for systems thinking: Interview questions should P evaluate a candidate’s skill at systems thinking, the ability to N formulate a clear vision that inspires all stakeholders and the capability to make balanced decisions; ✔ Assessing relationship-building skills: Candidates should be asked about their experience of building productive, long-term relationships with key stakeholders. Psychometrics- Assessing the sustainability mindset: L ▪ Exemplifying enlightened self-interest: Sustainable leaders E tend to be decisive and courageous but humble. T ▪ Demonstrating integrity: Leaders with integrity value P transparency—they disclose both the good and the bad news. N ▪ This quality is easy to detect through a combination of interviewing and assessment. ▪ Assessing skills for systems thinking: ▪ Seeing the bigger picture: Assessments can help us reveal executives’ thinking patterns and also the underlying motives and values that drive their curiosity.  T EL N P ▪ Assessing relationship-building skills: ▪ Inspiring stakeholders: Successfully inspiring various groups that have a vested interest in the organization requires a degree of altruism and, to a limited extent, charisma. L ▪ Referencing: E ▪ Extensive use of references is a critical element in the recruitment T process for a sustainable leader. P ▪ Best practice is to obtain a wide selection of references, including N interviews with major stakeholders, and carry out systematic checks of a candidate’s track record across each of the dimensions of sustainable leadership. ▪ Induction: ▪ Once the candidate has been selected, the induction program need not be limited to meeting colleagues only. ▪ The ideal induction program includes support from someone who can coach or mentor and who can solicit input from all stakeholders. ❖A sustainability leader is anyone who chooses to engage in the process of creating transformative change with others aimed toward a sustainable future; economically, environmentally and socially. T EL N P  T EL N P ⮚ The behaviors and competencies of sustainable leaders have implications for leadership development activities for all levels L of leadership across an organization; ⮚ Developing a sustainability mindset E ⮚ Encouraging cross-functional moves T ⮚ Building international experience P ⮚ Making promotion decisions N ❖ Leaders need to become aware of: Their own sense of purpose and ways they can contribute to the well-being of others Who they are: What their strengths are What they enjoy doing ▪ The professional and personal context they need in order to be successful ( work, family ,friends etc.) L ▪ How they are part of a larger system E ▪ How they depend on others for their own success and the T success of their business P ▪ What responsibility they have toward their workforce and N external communities ▪ What responsibility they have toward the natural environment(e.g., the impact of their business upon the depletion of particular natural resources) ▪ What responsibility they have toward future generations.  T EL N P  T EL N P ❖ Work life balance and Wellbeing- ▪ Work plays a significant part in all our lives. Our earnings ensure that the lights stay on, there’s food on the table and the rainy-day L pot is full. E ▪ It is not easy task to achieve work-life balance in today’s T unpredictable and fast-paced business world. ▪ As we grow increasingly more connected through technology and P social media, it is becoming more and more difficult to separate N work from our personal lives. ▪ It is commonplace to check emails at all hours, take business calls at the dinner table and work on our laptops on weekends. ▪ How has this become acceptable? ▪ Employers expect more from their people, which leads to them feeling more pressure to achieve greater results. ▪ Leading to longer working hours, and less time spent at home. ▪ The leader has the responsibility to help all his team juggle the demands of their work and personal lives. ▪ Even your most engaged employees may still be struggling to find L balance. ⮚ HOW IMPORTANT IS WORK-LIFE BALANCE? E ▪ Maintaining a healthy work-life balance is not only important for T health and relationships, but it can also improve your employee’s P productivity, and ultimately performance. N ▪ Work-life balance is an important aspect of a healthy work environment. ▪ Maintaining work-life balance helps reduce stress and helps prevent burnout in the workplace. ▪ Chronic stress is one of the most common health issues in the workplace; can lead to physical consequences such as hypertension, digestive troubles, chronic aches and pains and heart problems. ❖Sustainable Lifestyle & Wellbeing Practices ▪ Sustainable Lifestyles are considered as ways of living, social behaviors and choices, that minimize environmental degradation (use of natural resources, CO2 emissions, waste and pollution) L while supporting equitable socio-economic development and better E quality of life for all. T ▪ Sustainable living means understanding how our lifestyle choices P impact the world around us and finding ways for everyone to live N better and lighter. ▪ Engaging in minimalism is choosing a sustainable lifestyle, because minimalists make cautious decisions on when, what, and how to consume, prioritizing quality and longevity over quantity, and to prefer safer and more sustainable options. ▪ Environmentally friendly actions improve feelings of wellbeing for people in both richer and poorer countries, ( research findings). ▪ Adopting a green lifestyle - reducing food waste, buying greener products, donating money to environmental campaigns or getting involved in conservation work all boost happiness. ▪ Sustainable wellbeing integrating aspects of individual wellbeing and L the wellbeing of the environment. E ▪ Sustainable wellbeing is achieved when improving individual T wellbeing is correlated with improving the wellbeing of other P members of society and the natural environment. N ❖Sustainable Lifestyles Practices in the Workplace ▪ Workplaces can support and motivate tangible shifts in their employees’ and customers’ lifestyles towards sustainability. L ▪ Organizations/Companies can incentivize employees and customers E to adopt sustainable ways of eating, moving, consuming, living and engaging in leisure activities, and demonstrate these actions at T work. P ▪ Leading by example through green workplace initiatives can inspire N employees and customers to take similar actions at home and in their communities. ▪ Enabling sustainable lifestyles through employee and customer programs on “Reduce , Re-use & Recycle”. ▪ Reduce Food Wastage and Promote Low-Footprint Diets, ▪ Shift Transportation Modes to Increase % of Trips by Walking, Cycling and Public Transit ▪ Find Alternatives to Personal Car Ownership ▪ Find Alternatives to Long Distance Travel ▪ Increase Share, Reuse and Repair of Goods L ▪ Modify employee commutes (start / end times) or work from E home one day / week for increased productivity T ▪ Reduce Textiles Waste and Promote a Zero-Waste Lifestyle P ▪ Host a Household Clothing Exchange and Shift Consumption of Other Goods N ▪ Increase the Energy Efficiency of the Workplace… and Homes ▪ Provide Housing for Employees Close to Work ▪ Adjust the Workplace Dress Code and Other Norms to Support Energy Savings ▪ Encourage Low Carbon Holidays ▪ Support Better and More Sustainable Neighborhoods and Housing ▪ Shorter Work Week (e.g., 4-day work week) L ▪ Support Alternative Gift-Giving- Give local food, restaurant E coupons and other consumables as incentives or gifts as part T of employee recognition programs. P ▪ Encourage Sustainability Leadership N ▪ Support Work-Life Balance ▪ Invest Money or In-Kind Resources- Model responsible investment practices (including in employee pension plan investments). ▪ Reward Healthy, Sustainable Behaviors ▪ Enhance Wellbeing with Lower Footprints- Invite specialists to the office to improve the well-being of colleagues (e. g. massage, meditation, yoga). ▪ Take an integrated approach to sustainable living-Provide employees with more sustainable options/ support for transition such as moving to a new house, job change, retiring. L ▪ According to Positive Psychology ,Sustainable Happiness has five E components, such as positive emotion, engagement and T meaning, relationships and achievement, all of which can be P increased in specific ways to contribute to a sense of living a fuller N and more satisfying life( Martin Seligman) ❖Key points to help organizations achieve real shifts in mindsets and develop new sustainable behaviors: ✔ Experiential learning is crucial- Getting a first- hand experience of what today’s global and societal challenges are L all about is what makes a rationally understood idea at the E back of the mind come alive and makes someone want to act on it. T ✔ We can’t just give people a random experience; you have to P help them work out its business relevance. ✔ The best mechanism is a project-based business challenge, N where participants have to develop some kind of project with business value based on their experience. ✔ Clear sponsorship and involvement from the CEO and other senior leadership is vital. ✔ This is one area is where walking the talk really counts. ✔ The stories those at the top tell must be true, consistent and authentic if people are to believe and follow. ✔ Unconventional approaches to development may be met by skepticism within the business at first – but it’s important to allow potential leaders to explore their spirituality, work on psychological issues (i.e. Perfectionism, fear of failure) which may be impeding their progress and to support them in their attempts to L embrace a wide spectrum of thoughts and feelings. E ✔ Provide active support when individuals return to the organization T after an experiential development experience. ✔ This helps convert a shift in mind-set to a habitual new behavior. P ✔ Consider things like giving people enhanced job roles, encouraging N line managers to be supportive, having a dedicated coordinator to provide on-going encouragement recognizing and rewarding positive new behaviors. ✔ Steward leadership is a more empowering form of transformational leadership. ✔ These developmental activities help leaders adopt the qualities of ‘stewards’ earlier in people’s careers, and earlier in their lifetimes, to help create a new, more sustainable, future. ❖Sustainability Competences: Source (Wiek et al.,2011) T EL N P  T EL N P  T EL N P ❖Core Competencies in Sustainability ( Wiek et al.2011) T EL N P  T EL N P ❖ Transforming Self & Others- ⮚ Transformative Leadership is a program of learning focused on personal and social transformation that contributes to better practices of leadership, administration, and L interpersonal relationships, and to the development of the E human and institutional capabilities required by individuals, T organizations, and societies in continual progress. P ⮚ This approach to leadership distinguishes between being N a leader, usually associated with a position of authority, and leadership, which can be exercised by any member of a group who is contributing towards one or more of the three core functions of a team or organization: ⮚ Achieving its goals and objectives. ✔ Strengthening unity among the members, a prerequisite for effective functioning. ✔ Helping other members to develop and strengthen their own capabilities, thus empowering the team, or organization, as a whole. ✔ Personal transformation and social transformation–the purpose of leadership–have a synergic relationship. ✔ As we develop our own capabilities and moral qualities, we are L empowered to contribute more effectively to social transformation. E ✔ And to the degree that we are committed to some aspect of social T transformation, we are motivated to develop new capabilities and P qualities. ❑ The Conceptual Framework of Transformative Leadership N incorporates six elements, which are the basis for its practice. 1. Service-oriented leadership 2. The purpose of leadership: personal and social transformation 3. The moral responsibility of investigating and applying truth. 4. The essential nobility of human beings 5. Transcendence 6. The development of capabilities  T EL N P ❖ The Development of Capabilities We achieve personal and social transformation through cultivating capabilities, which have been grouped in three categories. A. Capabilities that contribute to personal transformation. L B. Capabilities that enhance interpersonal relations. E C. Capabilities that contribute to social transformation. T ❖ Transformative Leadership works with a total of 18 capabilities. P ✔ Transformative leaders inspire and transform individual followers to N develop a level of concern about the condition of humanity at large. ✔ Transformative leadership has the capacity to translate intention into reality and sustain it. ✔ Choosing to offer supplementary services to those who most need them is an example of transformative leadership. ✔ Transformative leaders connect with followers, earn their support, trust, and commitment – and bring out the best in them – which creates sustainable connection and leadership. ❖ Transformative Leadership as a Framework for Peer Mentoring ⮚ The transformative leadership framework fosters successful, equitable, and socially responsible learning for mentors and mentees by creating organizations that value employees. L ⮚ Transformative leadership is committed to moral cause, taking a stand, E and teaching social justice, it can equip future leaders to understand and T grow in their perceived ability to challenge various forms of social P oppression; ⮚ It inspires followers’ commitment to seeking excellence, finding moral and N ethical solutions, and making measurable differences in the world ; ⮚ It promotes trust, cohesiveness, security, and empathy so that all learners/workers feel safe to participate freely in the peer mentoring program. ⮚ This will deepen people’s understanding and acceptance of diverse groups, openness to different ways of thinking, and awareness of social inequalities. ❖Transformative Mindset- ▪ In a world of accelerating change, one trait transcends all others: the transformative mindset. ▪ A transformative mindset builds skills, flexibility and agility – L encouraging failure along the way – to pivot at any E moment.” T ▪ To plan for an unpredictable future, transformative leaders P imagine all possible scenarios and work backward. N ▪ Successful leaders understand that investing in an innovation culture overcomes transformation fatigue. ▪ Today’s successful leaders prioritize three principles: humans@center , technology@speed and innovation@scale ▪ How do leaders even think about transforming their businesses when they don’t know which direction to turn? 1. “Humans @ center” T EL ✔ Placing humans at center means understanding the characteristics P of what makes us human (like our empathy and emotions, our drive N to connect, collaborate and socialize) and reimagining the way our companies operate around these human characteristics. ✔ Placing humans at the center also means resetting our purpose and strategy to make the world a better place for humanity. 2. “Technology @ speed” Technology is an ongoing opportunity to transform a business over and over. ✔ What is important is an investment in technology at speed. ✔ We are never done with technology investment because none of us can outrun technological disruption. L 3. “Innovation @ scale” E ✔ The biggest challenge for business leaders is not to adopt a T transformational mindset themselves – it is to get their entire P organization to embrace transformative thinking. ✔ The secret is to make innovation everybody’s business and to N create a culture where everyone is empowered to experiment. ✔ That means learning to tolerate failure and reallocating resources to experimentation. ✔ This is how businesses can transcend industry boundaries, redefine the rules and innovate at scale. ▪ Future-back thinking is all about having a clear purpose and a clear vision of what you want your organization to become and then working backwards and planning for the steps and strategies that will lead to that vision and help make it a reality. L ▪ It’s strategizing for the transformation of your business as it moves E toward reaching its potential. T ▪ This thinking is even more critical for large, established enterprises, P where transformation happens much more slowly and is likely to N meet resistance. ▪ Every business needs to transform in order to thrive because change and disruption are inevitable. ▪ This becomes even more critical given the encouraging signs of recovery we are beginning to see in our country and economy. ▪ Transformative leadership is a framework that focuses on three value-driving pillars: people, technology, and innovation. ▪ Every decision, every technology implementation, and every product and service must be viewed through the human lens. ▪ Understanding your customer or client is paramount in delivering L products and services that will delight them and create E compelling value propositions; this is at the core of business success. P T ▪ Rapid technology adoption is an important step that allows your organization to continue creating value for and meeting the ever- N evolving needs of customers and clients. ▪ Successfully leveraging and implementing technology requires upskilling and/or reskilling your people/employees. ▪ Leaders should seek to embed the transformative mindset into company culture. ▪ Make it intrinsic in how people think and operate and empower them to experiment and take appropriate risks. ▪ With innovative thinking as part of company culture, strong resistance to transformation is far less likely. ▪ The three pillars of people, technology, and innovation each are drivers that create long-term value for stakeholders. L ▪ Together they comprise the transformative leadership E framework that guides the necessary approach, planning, and T strategies to ensure that an organization is built for the future P and resilient enough to survive and thrive future disruptions. N  T EL N P  T EL N P  T EL N P  T EL N P  T EL N P ⮚ Sustainability Leadership Practices- ⮚ Take Responsibility Making Sustainability Relevant To Others. Articulating the ways in which sustainability strategies are relevant to the L immediate and long-term success of business, organization and community; to understand and make visible the ways in E which sustainable solutions are often the best solutions for T core challenges. P Making Things Happen. Knowing how to collaboratively construct and implement strategic initiatives; Engaging in N creative thinking and action within existing laws and policies while; Initiating changes in laws and policies needed to support sustainability progress; Developing techniques to hold self and others accountable for achieving agreed upon outcomes. Sustaining Energy and Momentum. Finding ways to sustain one’s own and others’ energy, momentum and belief in what is possible in the face of daunting challenges; i.e., developing practitioner communities of reflection, learning and development. ⮚ Look for Holistic Interconnections Thinking Holistically: Being Mindful of Interdependent Connections. Building capacity for thinking holistically and recognizing relationships among seemingly independent entities or actions; producing L sustainable solutions that build on one another; relate challenges and E progress to what is happening within the whole. T Marshalling and Amplifying Resources for Optimal Impact. Exploring P opportunities to acquire and leverage the impact of resources developed through strategic partnerships. N ⮚ Convene Constructive Conversations Creating Spaces for and Participating in Constructive Conversations. Inviting inquiry that stimulates one’s own and others’ thinking as a matter of course; crafting good questions and holding them open long enough to explore and discover perspectives and connections that might otherwise be overlooked. ❖Building Authentic Relationships. Building and expanding authentic relationships for developing and implementing integrated solutions; i.e., long-term partnerships, inter-generational engagement, learning and support relationships. ❖Engaging Experts as Collaborators. Engaging outside resource people EL willing to work as part of a team in ways that invite collaboration, collective discovery and the learning needed to broaden system T capability. P ❖Embrace Creative Tension N ❖Inviting Diverse Voices and Perspectives: Expanding the Network of Leaders. Inviting and acknowledging diverse points of view, while simultaneously seeking common ground and figuring out solutions for the collective good. ❖Working with Relational Power Dynamics. Understanding the complex nuances of dynamic power relationships, and associated creative tension, when working with others whose active support is critical for learning and success. ❖Understanding and Working with Paradox, Ambiguity and Conflict. Letting go of the need certainty in the face of contradictory “truths;” holding open the space for disagreement and conflict, recognizing that the associated tension is a potent L source of energy for generating creative shifts in understanding and E direction. ❖Facilitate Emerging Outcomes P T ❖Continually Assessing Opportunities and Risks. Assessing risks/opportunities associated with sustainability strategies (which N may not be immediately visible) as outcomes unfold over time. Assessing risk of not employing sustainability strategies. Supporting an environment in which calculated risks are encouraged. ❖Understanding and Working with Paradox and Ambiguity. Letting go of control, certainty and the need to predict outcomes; instead, engaging with others to find solutions in the face of uncertainty and contradictions. ⮚ Making Things Happen. Achieving concrete results with and through others by co-creating and abiding by agreed-upon "rules of the game" within a flexible strategic framework. Structuring tangible processes and agreements for timely L execution of actions and joint monitoring of accountability. E ⮚ Understand Social Change Dynamics T ⮚ Noticing and Making Sense of Patterns. Understanding what P people do and say, individually and collectively, from a behavior pattern perspective, experimenting with strategies to N interrupt existing patterns that serve to galvanize the status quo. ⮚ Understanding Human Change Processes. Drawing from new social change models that help describe the ways in which diverse people experience the dynamic, natural rhythms of change in a chaotic environment when new and unconventional ideas are being introduced. ⮚ Experiment, Learn and Adjust ⮚ Adapting and Using Sustainability Frameworks for Integrated Analysis and Action. E.g., Five Domains of Sustainable Communities The Natural Step System L Conditions, Natural Capitalism, ISO14001 environmental E management systems), and SLI Leadership Engagement Framework. T ⮚ Learning through Experimenting. Stretching, being willing P to learn in new ways; taking calculated risks to test N emerging ideas; reflecting on and learning from experiences of all kinds; looking for unrealized potential through experimental thinking and doing with others. ⮚ Sharing Information and Knowledge as it Unfolds. Letting others know the thinking behind decisions and action; inviting others to learn with you in process of doing; strengthening the collective practice of experimentation, adaptation and learning. ⮚ Expand Conscious Awareness ⮚ Grounding Conversations and Action in Personal Integrity. Being clear about one’s own identity, principles and intentions L before engaging others in the work of E change. Frequently reexamining personal T integrity to guide action in the present P moment in the context of complex and ever- changing circumstances. N ⮚ Practicing Consciousness Awareness. Continually noticing self in relationship with others and the work; engaging in authentic interaction, (words and actions); encouraging joint reflection about what is happening, has happened, why, and what it means for future thinking and action. ❖Nurturing knowledge & positive attributes ❖1. Work as a calling or altruistic goal: ‘Calling’ is described as a transcendental experience involving meaning in life through service to others or mastery of self-actualization. L ❖2. Vision: Advance planning, goal clarification and task focus with E value congruence generally refer to visioning behavior of leaders. T ❖3. Character and integrity: ‘Walking the talk’, an attribute of P integrity is the main characteristic of the leaders noticed by the followers. N ❖4. Humility: Humility, the manifestation of spiritual values, enables one to accept negative feedback and leads to leadership effectiveness. ❖5. Conscience and values: The conscience and values are referred to as inner voice. Research on transformational leaders reveals that with idealized influence and inspirational motivation they derive internalized values, conscious commitment and have mature moral development. ❖ 6.Leaders and followers require self-awareness, respect for others and their beliefs and trust. ❖ 7. Charisma: Charisma encompasses trust, respect and admiration for the leader’s ethics as well as extraordinary capabilities. L ❖ 8. Trust: Trust in the leader has positive relationship with the E follower’s satisfaction with the leader. T ❖ 9. Concern for others: Leaders cater to the follower’s needs for P spiritual survival by motivating them through the values of N charity, humility and veracity. ❖ 10. Motivation of followers: Leaders’ focus on spiritual values often evokes latent motivation in others that enhances their satisfaction and productivity. ❖ Leaders’ perception of their work as a means of spiritual growth leads to improved organizational performance. ❖ 10. Humanistic management rests on three pillars: a. Unconditional respect for human dignity b. Integration of ethical reflection in managerial decision-making and EL c. Corporate responsibilities contingent upon engaging with T stakeholders N P  T EL N P  T EL N P ❖ How To Embrace Transformational Leadership at Workplace ❑ Work on Yourself as a Leader A. Empathy–Take the time to sit down and get to know the people L you work with on an individual level and in a context that’s broader E than just their role in your organization. T B. Charisma- These tactics include being present in every situation, P neutralizing negative thoughts, dressing to impress, mirroring body N language, and more. C. Inspiration–listing everything from actively listening to using high- powered talent when trying to motivate. ❑. Create the Proper Culture in Your Workplace Collaboration Innovation Communication ❑. Practice Identifying and Facilitating Core Values- defining and clarifying an organization’s values. ❖ Cultivating Strength In Workplace Culture ⮚ Resilience isn’t just an individual trait of the leader, it is very much essential to be embedded in the organizational work culture as well. L ⮚ Today’s increasing awareness of mental health and well-being E has also made us realize that resilience can be ‘cultivated.’ T ⮚ Workplace culture is closely linked to business outcomes, and P the leaders of sustainable organizations have demonstrated that resilient work culture has allowed them to navigate N through many challenging circumstances. ⮚ A culture of resilience entails situational awareness, acknowledgment of vulnerabilities and risks, and the ability to adapt despite these challenges. ⮚ Resilience seamlessly integrates into daily operations, influenced from the top down across various requirements and dialogues. ⮚ Thus, organizational resilience may need to begin with resilient leadership; to focus more on emotional and social resilience, as these are critical when leading teams and organizations to success during adversity. L ⮚ Emotional resilience can easily be connected to emotional E intelligence and empathy—attributes of any truly successful T leader. P ⮚ Social resilience, too, is an imperative aspect that involves having the capabilities to work with others to achieve collective N success. ⮚ Resilient leaders and organizations proactively equip themselves to navigate diverse situations and circumstances. ⮚ Once resilient leadership is inculcated, it permeates the organizational culture to progressively extend into the development of systems and processes with a positive mindset.  T EL N P