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This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

Growing environmental challenge awareness among consumers is today's business reality that pushes for sustainable product development. Governments, industries, and consumers' attention are significantly moved from traditional products to eco-friendly product development. Green product development is the future for manufacturing businesses' survival in most markets. Green product development is an emerging phenomenon and, unfortunately, lacks theoretical and empirical research regarding effective organizational policies and practices for green product development. This study aims at filling research gaps towards green product development by highlighting green employee aspects influenced by leadership for sustainable business growth. The study hypothesized relations between the green effect of transformational leadership on green product development as an outcome through green behaviour, green climate, and green innovative creativity. Data was collected from small and medium enterprises (SMEs) of Karachi through a self-administered survey questionnaire. Results revealed significant support for hypothesized relations through the partial least square statistical tool. This study contributes theoretical and empirical advancement in past literature wherein leadership style influences employee behaviour that leads to predict product development from an environmental perspective. Study inferences suggest for visionary green leadership style for sustainable business growth. Limitations of this study regarding other variable inclusiveness, sampling, and geography are potential extensions for further scholarly investigation.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

This chapter The Grass Is Greener Where You Water It! delves deeper into explicating Employee Green Behaviour (EGB), which outlines the eco-friendly behaviours practiced by employees. The section provides a more thorough explanation of EGB, including its origins, theoretical foundations, and practical applications in a social and physical environment to create environmentally conscious workplaces. The in-role and extra-role of EGB are discussed to strengthen its execution, and its significance considering the present ecological exigency. This chapter outlines the five-features-hierarchical framework for EGB: Sustainability Initiatives, Non-Harmful Action, Resource Conservation, Peer Influence, and Individual Commitment. The environmental history, ecosystems, and biodiversity and their interaction with humans from the ancient period to the present day are provided. The later unit explores organizational plans to encourage EGB, focussing on the role of HR policies, practices, and systems in nurturing the culture of sustainability within organizations. This chapter reviews current studies on EGB, emphasizing the role of employee engagement, transformational environmental leadership, and corporate culture in promoting green practices. It contributes to the academic literature by analyzing EGB, its relevance, and the effects it can have on organizations and society. It is a great tool for academics, government officials, and business heads to make workplaces environmentally friendly.

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

In this chapter, the author delves into the third ‘C:’ compliance, which is fundamentally linked to business ethics. The chapter introduces the concept of business ethics and its significance in contemporary business strategy while interpreting Taoist principles from a compliance perspective. Compliance deals with our recognition of the potentially harmful or imprudent actions we take or our belief that we are superior to others. Compliance refers to an individual's expression of altered attitudes or behaviours in response to adhering to others' requests. Compliance encompasses humility, integrity, accountability and more. This chapter concentrates on the influence of Taoist ethical principles, particularly humility and integrity, on responsible management.

BE2ST-In-Highways is a framework for assessing the social impact of reusing materials in pavement building, using the Pavement Life-Cycle Assessment Tool for Environmental and Economic Impacts (PaLATE) and life-cycle cost analysis (LCCA). ENVISION is a two-stage assessment method with four levels of certification: bronze award, silver award, gold award, and platinum award. Stantec published the Green Guide for Roads in 2008 as a marketing tool to highlight its commitment to sustainable development (SD), and the certification policy was created using the Leadership in Energy and Environmental Design (LEED) certification policy. As part of their first-year requirements, Stantec and a team of Worcester Polytechnic Institute students created another ‘Green Guide for Roads’ in 2009 to integrate previously missing components of the certification guidelines. GreenPave was developed by the Ontario Ministry of Transportation as an SD certification framework based on the Greenroads and GreenLITES SD certification frameworks. Specifications are classified into three types: repair activities, new development projects, and credit for evident and clear criteria. The Greenroads SD certification process reintroduces SD ideas into highway building by awarding points to projects that effectively integrate SD objectives. I-LAST is a tool developed by the Illinois Department of Transportation, American Consulting Engineers Council (ACEC), and Illinois Road and Transportation Builders Association (IRTBA) to analyse SD principles in road infrastructure building. INVEST (Infrastructure Voluntary Assessment Sustainability Tool) is designed to be simple to use and includes four stages of a project. Scorecards for pavement, basic rural, basic urban, extended rural, extended urban, and custom are included. CEEQUAL (Sustainability Assessment and Awards for Civil Engineering, Infrastructure, Landscaping, and the Public Realm) was established to improve infrastructure sustainability and award projects to organizations that address environmental concerns in a productive and effective manner. It is managed by CEEQUAL Ltd. and is based on three SD principles: environment, economics, and labelling the social component of SD with access. Customized scorecards may be used when a project does not fit into one of the pre-defined scorecards. The framework was initially created for the United Kingdom (UK) but has now been revised to be worldwide relevant and includes two categories of projects: domestic (UK and Ireland) projects and foreign initiatives. It also offers six project awards. This chapter reviewed frameworks, models, and guidelines for sustainable infrastructure projects, emphasizing the Be²st-In-Highway rating system, ENVISION certification policies, green guide for road rating systems, greenlights certification system or policy, Greenpaves rating system, Greenroads rating system, I-LAST certification tools, invest rating tools, CEEQUAL certification system, and stars rating tools.