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Today’s society is plagued with a myriad of sustainability-related issues such as poverty, climate change, environmental disasters, shrinking biodiversity, eroding of potential food-producing systems, disease and choking urban population. The nature of the problems requires societies to work collectively to find a solution to end such issues. Research is needed along with a supportive, functional and cohesive leadership across disciplines, sectors and organizations. Sustainability is the strategic imperative that one cannot keep ignoring any longer and time has come to build the momentum toward excellence, quality and reengineering. Institutions of higher education should work as equal partners in this journey toward sustainable development. World’s leading international agencies are promoting and stimulating the intellectual debate toward incorporating sustainability in main stream education with the help of thought leaders. The effort will help learners to take informed decision and responsibility toward creating environmental integrity and economic welfare for all. This volume talks about innovative pedagogy and learning methods that address the current scenario and offer solutions to meet them. The case studies and approaches written by various authors from Malaysia to Australia talk about curriculum development and integrating sustainability with the core philosophy of the university. The authors have elaborated how leadership education needs to innovate for dealing with the current sustainability challenges. This volume is topical and comes at the right time when there is a heightened interest in sustainability education across the globe.

In this chapter, Sande Leadership will be introduced as an approach to getting leaders beyond the dominant narrative to a balance between authentic-self and stakeholder needs. Gender roles, ethics, norms and values, and political skills have become dominant narratives for various industries and their leadership addressed by the Sande Leadership model.

The model is an area of opportunity that addresses management social sustainability. Leadership development in management education will be the focus in the classroom, and leadership professional development will be the focus in organizations. In both industries, policy development for sustainable practice will be explored in the development of business scorecards used to measure sustainable practice in organizations.

The accelerating need for sustainable development across the globe has put firms under great pressure to play their role in social sustainability by working on several objectives. Among them, the demand for a highly resilient and engaged workforce to sustain their competitive edge is at the forefront. Despite noted literature revolving around work engagement, there is a lack of research investigating the effect of sustainable leadership on employee resilience and work engagement. The current epidemic (COVID-19) brings many challenges for organizations. In these times of uncertainty, sustainable leaders provide the basis for achieving the human dimension of sustainability by fostering and cultivating a vision across the employees that enables the organizations to work positively for their well-being, enhancing their ability to be resilient and engaged in their work. The present chapter has two broad aims, first to give a comprehensive review of our present understanding of work engagement, that is, the conceptualization, operationalization, and prediction of work engagement; and the second part outlines the interventions that may facilitate the sustainability of work engagement in times of uncertainty. The study suggests that sustainable leadership and the ability of resilience enables employees to overcome their experience of fluctuating levels of engagement. It is established that in the uncertainties of an epidemic, the construct of work engagement with its antecedents and consequences has its theoretical and practical implications for academicians as well as for industry.

The United Nations Global Compact is a voluntary initiative in four areas as human rights, labor, environment, and anticorruption with 10 universal principles. This network brings corporations, nongovernmental organizations, employees, and people together. There is a need to have responsible and committed leaders to promote good corporate citizenship in the framework of Global Compact. Leaders have a unique position through which they can influence factors concerning organizations’ and employees’ behavior. According to the areas of UN Global Compact, some leadership styles seem to better suit to benefit economies, societies, markets, and people all over the world than the others. By this way, from the theoretical perspectives, the primary purpose of this chapter is to investigate the leader’s behavior and different leadership styles in organizations that are the part of Global Compact platform. There are certain leadership theories – transactional, transformational, sustainable, ethical, and servant – which are examined in Global Compact initiatives.

An extensive literature research is conducted in order to understand the different types of leadership styles while organizations are adapting and understanding the Global Compact principles.

Modern leadership styles especially ethical leadership behavior should be effective to comply with universal principles and organizations can also have commitment to disclose a report with powerful leadership.

However, this research is a theoretical study; for further studies, longitudinal studies can be conducted to understand the leadership styles from the perspective of Global Compact principles, and these different managers’ behaviors can be measured.

This study may be useful for the board of directors and managers since they should participate and adapt themselves to this initiative about how they should behave in the right way.

There is a lack of behavioral studies while analyzing Global Compact principles. Especially examining leadership theories that are complied with these principles will add a value to the literature in this area.

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.

Organizations are currently striving to become more sustainable, as resources dwindle and social desirability for sustainability increases. This is important in public sector organizations as well as private, and exemplars are needed. Therefore, this chapter provides a description of how a public housing authority in pursuit of a social mission parlayed an energy performance contract into a triple bottom line sustainability journey. The Cuyahoga Metropolitan Housing Authority's (CMHA) sustainability journey has been shaped most significantly by the commitment of CMHA leadership to collaboration (internal and external) as a core strategy. The chapter provides a rich description of CMHA's emergent partnerships with various organizations in their environment; focusing first on energy and later encompassing social, ecological, and economic sustainability. It describes and analyzes the leadership that emerged which played an essential role in supporting the complexity of increasing collaborative involvement. New theories of leadership, most specifically Complexity Leadership Theory (Uhl-Bien & Marion, 2008), emergent leadership (Goldstein et al., 2010), and adaptive leadership (Heifetz, 1994) are used to make sense of the leadership philosophy and actions that worked in the sustainability journey.

The Covid-19 crisis has coerced organisations and business schools to rethink and reflect their practices about well-being and purpose individually and collectively. While this discourse was existent within academic and professional sphere, it was rather muted or isolated in the quest of pursuing traditional indicators of progress in terms of economic productivity. It is within this context we revisit our past interaction with the leader who has been advocating for responsible leadership which encompasses well-being and purpose amidst Covid-19. Arianna Huffington is the Founder and CEO of Thrive Global, which is a platform to help corporations in promoting individual and collective well-being. Formerly she was also the Co-founder and the President and Editor-in-Chief of the Huffington Post Media Group. In 2014, she received the Tesla Sustainable Leadership Award, after which one of the authors had an opportunity to interview her for the Sustainable Leadership Blog.¹ A staunch advocate of issues like climate change, gender equality, work-life balance and youth empowerment, Arianna exemplifies the commitment to articulate and implement purpose-led corporations, proposing the People–Planet–Profit approach to leadership . By shedding light on Arianna’s perspective this chapter suggests reflective pointers for decision-makers in management education, these are follows: (a) business schools can lead integrating sustainability in their purpose and practice; (b) relevance of the spiritual dimension and its significance in business schools and organisations; and (c) proposing a holistic view in comparison with a traditional view of business education. Finally, we also posit that her practice as role model for responsible leadership during Covid-19 reflects consistent adherence in her past and present discourse about responsible management issues. Thus, her insights can help leaders of public, private and social organisations to grapple with complex organisational issues arising due to of Covid-19.