A leadership competence framework for sustainable development in the manufacturing industry in a developing country context: the bicycle metaphor

Simple item page
dc.contributor.authorRuwanika ,Eliot Quinz Farai
dc.contributor.authorMassyn ,Liezel
dc.date.accessioned2024-08-29T06:34:36Z
dc.date.available2024-08-29T06:34:36Z
dc.date.issued2024
dc.description.abstractThe article presents a leadership competence framework for sustainable development (LCFSD) contextualized to the United Nations’ Sustainable Development Goals (SDGs), to drive businesses to contribute to the achievement of these goals. A synthesis of metatheories and leadership theories produced a three-pillar draft leadership competence framework (LCF) that informed the field enquiry. Face-to-face interviews were conducted with 12 executives (five CEOs; six executives; one former executive) in the beverage manufacturing industry in Zimbabwe using the snowball sampling technique. Data were transcribed and analysed thematically. The results were incorporated in the development of a reconstructed LCF. Four experts validated the LCFSD, confirming its applicability and transferability; thus, their suggestions were incorporated. The outcome is a LCFSD depicted by a bicycle metaphor comprising five pillars, namely strategic competences (presencing, intergenerational systemic behaviour, reflexivity, stakeholder engagement, strategic awareness, sustainability thinking, knowledge of metrics of measurement, inclusivity skills, multiple leadership styles); core competences (social responsiveness, ecosystem thinking, self-leadership, knowledge of SDGs, innovative thinking); core values (ethical; caring for all, respect for all, doing the best for local communities, diplomacy, beliefs in sustainable development); collaborative competences (build diverse teams, partnering skills); and person-leader competencies (leadership competences at exercised at personal level).
dc.description.versionPublisher's version
dc.identifier.citationRuwanika, E. Q. F., & Massyn, L. (2024). A leadership competence framework for sustainable development in the manufacturing industry in a developing country context: the bicycle metaphor. Cogent Business & Management, 11(1), 2364849. https://doi.org/10.1080/23311975.2024.2364849
dc.identifier.issn2331-1975 (online)
dc.identifier.urihttps://doi.org/10.1080/23311975.2024.2364849
dc.identifier.urihttp://hdl.handle.net/11660/12764
dc.language.isoen
dc.publisherTaylor and Francis Group
dc.rights.holderAuthor(s)
dc.rights.licensehttps://creativecommons.org/licenses/by/4.0/
dc.subjectLeadership competence framework
dc.subjectsustainable development
dc.subjectSDGs
dc.titleA leadership competence framework for sustainable development in the manufacturing industry in a developing country context: the bicycle metaphor
dc.typeArticle
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Ruwanika & Massyn_A leadership competence framework for sustainable development_2024.pdf
Size:
2.19 MB
Format:
Adobe Portable Document Format
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.63 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
Research Articles (University of the Free State: Business School)