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Sustainability refers to an organization's activities that demonstrate the inclusion of social and environmental concerns in operations and in interactions with stakeholders (van Marrewijk, 2003). Presenting a framework for developing sustainability leaders, this chapter outlines the principles required for sustainable leadership. Sustainable principles are grounded in changes in thinking, knowing, and doing. These fundamentals can be summed up as developing sustainable thinking, building a sustainable knowledge base, and learning the latest ecologically based frameworks for use in organizations.

The study of power is essential to any study of leadership, as power is fundamental to human organization and is understood to be a driving force of leadership. Power is typically thought of in terms of having dominance over others from a hierarchically higher position. In this chapter, we explore how power is typically defined in the literature and propose that mutualism represents an expanded definition of power and one that more closely aligns with the concept of inclusive leadership. We make a case for viewing power as a capacity that can be developed in others rather than a commodity that can be obtained, horded, or doled out. With this in mind, we explore how these two phenomena intersect from the perspectives of powerdistance, hierarchy, and empowerment. We argue that power expressed as dominance creates distance between leaders and employees, while mutualistic expressions reduce such distance, and that hierarchy and power have been erroneously conflated and when disaggregated can serve a useful purpose in a low-power-distance culture. Finally, through empowerment, we consider approaches to the development of power in others, which is a topic that is rarely considered in the leadership literature. Inclusive leadership offers an important pathway for moving organizations and society toward justice through the creation of cultures characterized by cooperation, unity, and diversity where greater numbers of people step into their capacity for power and begin to address the challenges facing humanity. This is realizable in cultures that promote mutualistic power.

Bryan Adkins is the president of Denison Consulting. His primary expertise is in the area of organizational culture and leadership. He is an experienced consultant and coach working with leaders and teams as they guide their organizations through transitions. Bryan has led a number of large-scale culture change projects and provides consulting services designed to leverage the data collected through the use of the Denison model and associated diagnostics. Bryan holds a master's degree in business from Penn State University and his doctorate in human and organizational studies from The George Washington University.

In this chapter, we apply the new measure of speculative activities (hereafter, named the speculative ratio) in Chan, Nguyen, and Chan (2013) to study the relationship between those activities and volatility in the oil futures market. We document that the speculative ratio (trading volume divided by open interest) can isolate speculative elements from total trading activities. Using the oil futures data and dividing the data into two subperiods surrounding Hurricane Katrina, we find an increased speculative trades in the post-Hurricane Katrina period. Our results show that speculative activities create a more volatile oil futures market and they lower the information flow between volatility and speculative activities in the post-Hurricane Katrina period.

This article looks at the relationship between human rights law and geography. Drawing from a meeting of the UN Human Rights Committee (HRC), the article explores how the right to life was legally interpreted to apply to the loss of life associated with Hurricane Katrina. In particular, the article argues that the HRC’s legal interpretation of the right to life shifted as part of a discussion between the United States and nongovernmental organizations. The shift incorporated a more nuanced understanding of the spatial dimension of injustice by including preexisting inequalities and ongoing internal displacement in the analysis of human rights obligations related to the hurricane. The HRC meeting and the legal interpretations arising from that meeting therefore provide an example of Seyla Benhabib’s concept of “democratic iterations” as well as an example of how law can be “spatialized” through international legal processes.