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The purpose of this paper is to propose a conscious leadership competency framework to be used in business training as well as in managerial study programs.

First, using literature review, the current state of knowledge in conscious leadership competency frameworks was examined. Subsequently, a framework analysis on a specific topical book was conducted to find competencies that determine a conscious leader. The output of this analysis was compared with a comprehensive leadership competency framework to propose a conscious leadership competency framework. This conscious leadership competency framework was then verified in interviews with conscious leaders.

Until now, a conscious leadership competency framework has not been proposed. Yet, there are competencies specific to conscious leaders that are not included in existing leadership competency frameworks. A new conscious leadership competency framework including possible ways of how to train and develop the conscious leadership competencies is suggested for future discussion.

Research limitations are discussed in this paper. More research in this area and further development of the conscious leadership competency framework are suggested.

The proposed conscious leadership competency framework can be further discussed and developed, therefore becoming an effective tool for companies as well as educational institutions.

More consciousness in leadership will help tackle many current societal challenges.

To the best of the authors’ knowledge, the proposed conscious leadership competency framework is the first of its kind.

The purpose of this paper is to examine how much the basic tenets of conscious capitalism could favor organizational change and anticorruption strategies.

The paper questions the vagueness of the tenets and principles of conscious capitalism. It unveils the idealized worldview of conscious capitalism, as it is based on a “pseudo-humanistic and pseudo-holistic” philosophy. The paper analyzes various kinds of rationale for justifying anticorruption measures and explains how the conscious capitalism movement should assume the challenge to develop one or the other rationale.

The conscious capitalism movement does not have basic rationale for any self-justified discourse about anticorruption measures. The principles of conscious capitalism organizations can be coherent with a rationale of individual and organizational compliance. They could be suitable with a rationale of legal, industry and international compliance. We could expect that the principles of conscious capitalism allow radical changes in the organizational culture. However, the main principles of conscious capitalism are not explicitly related to any rationale for a corporate self-justified discourse about anticorruption measures.

The three kinds of rationale for corporate self-justified discourse about anticorruption measures are not exhaustive. There can be other kinds of corporate rationale. Moreover, the conscious capitalism movement appeared in 2000s and is still evolving. So, we should never take for granted that the present ideals and principles of conscious capitalism will never be improved and deepened.

The paper explains how the conscious capitalism movement remains unable to present its rationale for justifying anticorruption measures. In doing so, it provides three kinds of rationale that conscious capitalism organizations could use to develop their corporate self-justified discourse about anticorruption policies, measures and programs.

In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.

The study aims to explore the influence of conscious business practices (CBPs) on the reputational capital (RC) of SMEs with the generation of the manager (X/Y) as a moderator of such relationships.

The authors conducted empirical research based on a cross-sectional survey on 115 Western Mexican SME managers using PLS structural equation modeling to test the proposed hypotheses.

SMEs RC is nurtured by adopting two CBPs. The effect on RC may differ according to managers’ generation. In Western Mexican SMEs, Gen X managers perceive that a higher purpose is more important for building RC, while conscious culture comes first for millennials.

The generalisability of the findings is decreased, given that the study relied on convenience and non-probabilistic sampling in one economy. The lack of previous studies on SMEs, and the difficulty in conducting research in an emerging economy, gives the findings an importance in furthering research.

It contributes to strengthen SMEs’ RC through CBPs.

It broadens the perspective of SMEs in emerging economies to adopt CBPs for increasing their RC. This relationship varies depending on the managers’ generation.

The study used the quantitative approach to explore the perception of Mexican Gen X managers and millennials on the relationship between CBPs and their effects on RC.

The purpose of this paper is to cross-reference the defining perspectives of coworking as an emerging integral model of conscious business.

The methodological framework is built on transdisciplinary research of spatial scale of existence by using the qualitative approach of participant observations and interviews.

The empirical data suggest that independently organized and self-financed coworking spaces can be categorized as conscious businesses.

Coworking spaces are evolving and hybridizing. While a conscious business model can be cross-referenced with independently run coworking spaces that target the self-employed as their user group, this is not certain for larger, franchise-based coworking centers as a larger sample would need to be researched and analyzed.

No attempts have been made previously for identifying cross-references between the concept of conscious business and the coworking model.

The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder.

This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm?

Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business.

Teaching notes are available for educators only.

CSS4: Environmental management.