CRKC7007 - Leadership and Sustainability

Your Final Assignment – your mark base on your meeting the assessment
criteria you were issued with and replicated below is

40%

Summary
This paper covers leadership – and uses the case of Angela Merkel well, but it is
too much like the interim assignment and fails to apply concepts of
environmental pressure on a named case study and subsequent sustainable
leadership in terms of responding to those pressures by developing strategies
using appropriate tools.
Theories of Leadership
Competent assessment of leadership theories, application to Merkel shows
understanding of this section of the module
Environmental pressures
Some appreciation of issues, but not really applied to a detailed case study
Tools of sustainability
Limited evaluation of the use of sustainability, vague context
Organisations developing strategies
Limited analysis because of lack of clear case study
Presentation
You presented this well, with a cover sheet, a table of contents, an abstract, a
declaration of authenticity, and you have numbered the pages.
The language is appropriate, , references are consistently cited and listed, and,
apart from some vague passages, the piece maintains the confidence of the
reader

i
Criteria for Assessment
Criteria Distinction Merit 60- Pass 50-59% Fail 40- 49% Bad Fail <
>70% 69% 40%
Critically Full and Good critical Competent
Limited Little or no
assess critical assessment assessment
assessment understandin
competing
theories of
assessment of most of mostan/or g or
leadership of all relevant important
understandin assessment of
and evaluate relevant theories in theories in
g of theories theories and
their theories in the context context of
and/or failure failure to
application to the context of chosen chosen case
to apply to apply to
current issues
25% of
of chosen case study study context of context of
Marks case study chosen case chosen case
study study
Reflect Sophisticate Appropriate Appropriate Limited Little or no
critically on d reflection reflection on reflection on reflection on reflection on
the
contextual
on the the impact the impact or lack of or complete
complexity of impact of of pressure of pressure understandin lack of
global pressure on on chosen on chosen g of the understandin
environmenta chosen case case study case study impact of g of the
l pressures on study with with good with some pressure on impact of
countries and
individual
full and evaluation evaluation chosen case pressure on
organisations, insightful of the of the study and/or chosen case
and evaluate evaluation of resultant resultant limited study and/or
the resultant the resultant challenges challenges evaluation of little or no
challenges for challenges for leaders for leaders the resultant evaluation of
leaders
20% of
for leaders in in that in that challenges for the resultant
Marks that organization organization leaders in challenges for
organisation . . that leaders in
organization. that
organization.
Undertake a Full and Sound and Appropriate Limited Little or no
critical sophisticate detailed evaluation evaluation of evaluation of
appraisal of
the use of
d evaluation evaluation of the use of the use of the use of
theories and of the use of of the use of sustainabilit sustainability sustainability
tools of sustainability sustainabilit y strategies strategies strategies
sustainability, strategies y strategies applied by applied by applied by
such as Lean applied by applied by leaders in leaders in the leaders in the
Systems, the
Triple Bottom
leaders in leaders in the chosen chosen chosen
Line or the chosen the chosen organization organization organization
Environmenta organization. organization and/or and/or little
l limited or no

ii
Sustainability understandin understandin
to address g of those g of those
the need for a
systematic
strategies strategies
and evidence-
based
approach
25% of
Marks
Critically Full and Full analysis Adequate Limited Little or no
evaluate sophisticate of the ways analysis of analysis of analysis of
means for
organisations
d analysis of in which the the ways in the ways in the ways in
to develop the ways chosen which the which the which the
sustainable in which the organization chosen chosen chosen
strategies, chosen is addressing organization organization organization
and assess organization issues of is addressing is addressing is addressing
the emerging
development
is addressing sustainabilit issues of issues of issues of
from issues of y sustainabilit sustainability sustainability
corporate sustainability y
social
responsibility
to shared
value
20% of
Marks
Present a Fully and Very good Generally Inadequately Little
paper using appropriately referencing, well presented with referenced
language, referenced, well referenced, inconsistent work, poorly
referencing well presented well academic presented and
and
presented. and clear use presented conventions. very unclear
presentation
Excellent use of language and clear use Poor use of language with
that
maintains the of language. and sound of language language. serious errors.
confidence of Meets all use of but with Bibliography Does not meet
the reader in academic academic some errors major errors academic
your conventions. conventions. in academic and omissions conventions.
academic Bibliography Bibliography conventions. Bibliography
credibility accurate. some minor Bibliography very poor,
10% of errors Some errors inaccurate,
Marks and incomplete or
omissions not

iii
Robert Kennedy College

University of Cumbria

FINAL ASSESSMENT

Leadership and Sustainability

FORUM/Class # 2624

Start and End Date: May 6, 2019 – Jul 28, 2019

Tutor

Prof. John Luffrum

Total word count: 3688

iv
 DECLARATION OF ORIGINALITY OF WORK

I affirm that the attached work is entirely my own, except where the words or ideas of other
writers are specifically acknowledged according to accepted citation conventions. This
assignment has not been submitted for any other course at Robert Kennedy College or any other
institution. I have revised, edited and proof-read this paper.

v
 Abstract

The classic concepts of leadership focus on what leadership is, difference between leaders and
managers, styles of leadership, attributes and traits, leaders and subordinates and leaders versus
change.
This paper provides a summary on theories of leadership and the emerging need for sustainable
leadership in today’s everchanging world, the necessity for adaptability of sustainable leaders to
contribute towards a more sustainable way of doing business considering the needed balance of
economic, social and environmental dimensions.
Further the paper will provide writers learning taken from analysis of the characteristics and
leadership style of the chosen leader.

vi
Table of Contents

1. Introduction ........................................................................................................................... 1
2. Theories of leadership ........................................................................................................... 2
3. Angela Merkel: characteristics and leadership style.......................................................... 5
4. The necessary revolution to create a sustainable world and challenges for leaders ....... 7
5. Angela Merkel: a sustainable leader model ........................................................................ 9
6. Conclusions........................................................................................................................... 10
References .................................................................................................................................... 12

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 1. Introduction

Leadership is the ability to influence, create visions, motivate and lead people, groups,
organizations with the aim of achieving the set objectives. A true and effective leadership is
embedded in trust, integrity and authority.

Theories of leadership have changed through the years. The theory of a “born leader” was soon
after followed by the theory of leadership which included attributes of personality and traits.
Moreover, theories of leadership later considered types of leadership and how certain behaviors
influence the leader’s decisions.

Leadership is perceived not merely as the commanders in chief of the wheel behind the motor
but leadership by default contains the ability to direct people in the directions, they need people
to go without them knowing they wanted or needed to go that way. Such leadership style is
known to attract the ordinary man. (Adair, 2010, pp. 21-22)

The art of exercising leadership properly will generate the interest of people to follow, inspire
staff and then work alongside them to jointly harvest the fruits of work. (Pearson, 2012, p. 154)
More and more attention is paid to leadership in recent years. This is because most of the
achievements come as a direct contribution of leaders both in terms of corporate management
and in terms of political leadership. The fulfilment of leadership objectives, however, depends on
the interaction of the leader with the other people in such a way that all their actions and efforts
are in full harmony. Creating harmony between the parts and the whole means getting the right
balance between the two. (Adair, 2010, pp. 79-80)

While power is an important element of leadership, leadership is directly related to the power of
the leader to influence the actions of others. So, the power of power is transferred to the leader
by the kinds of power such as political power, career power, and power of knowledge.
(Lovaglia, et al., 2012)

The qualities of leaders differ depending on the field that they exercise leadership. Knowing
how to act in a setting, consist of many factors such as technical and professional knowledge and
emotional intelligence and experience with dealing with people. (Adair, 2010, pp. 27-30)

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For many scholars, the belief in the theory of traits assumes that there is the attribution of "born
leadership", an assumption that led to the emergence of research for leadership skills and
something else of a tradition within the public administration. The authors of this theory try to
differentiate and describe the essential traits and characteristics of all good leaders.
Many authors define leadership as the power, authority or the resource to lead and guide the
others. Each organization has clear strategic goals to achieve and the leader of the organization
leads and paves the way for the people to work in that direction. By putting people in motion,
the leader exercises his or her authority in pursuit of the organizational goals. The style of the
leader depends on how and what methods and traits are used to have a collective and robust
approach in achieving the goals.

The next section discusses the top five theories of leadership consisting of Great Man Theory,
Trait Theory, Contingency Theory, Situational Theory and Behavioural Theory and the way in
which each theory explains and interprets leadership behaviour and effectiveness.

2. Theories of leadership

According to many studies made by various scholars there are many leadership theories, but the
top five theories include: Great Man Theory, Trait Theory, Contingency Theory, Situational
Theory and Behavioural Theory.

These theories were researched and elaborated by many scholars with aim to provide an
overview of what is the difference between these theories and the way in which each theory
explains and interprets leadership behaviour and effectiveness.

The Great Man Theory (GMT) of Leadership was born in 1840. Back in history this theory of
leadership implied that being a leader one needed to be born and have the leadership
characteristics such as personality, charisma, intelligence, influence and ambition and traits such:
masculinity, dominance and conservatism. The GMT term was associated with the Historian
from Scotland Thomas Carlyle who argues that “heroes shape history through the vision of their
intellect, the beauty of their art, the prowess of their leadership and, most important, their divine
inspiration” as cited by Eckman in her paper “Great Man Theory: A personal account of
attraction”. The GMT back in the history is associated with great world leaders and extroverts
such as the Alexander the Great, the Bonaparte, Gandi, the religious leaders who were born

2
leaders and attained greatness. The GMT remained popular until the mid-twentieth century and
one can argue that the world still sees “Great Man (or Women)” ruling. (Eckmann, 2005)

According to the research of the University of Pretoria the leadership traits consist of dominance,
high energy, self-confidence, internal locus of control, stability, integrity, intelligence, flexibility
and sensibility to others. These identified traits are not universal to all leaders and may not be
accepted by all scholars, however, provide a solid understanding on what it takes to be a good
leader.

David McClellan developed the Achievement Motivation Theory in 1940 which argues that
leaders have the need to experience achievement, power and affiliations when exercising
leadership. (MindTools, 2019)

The X and Y Theory of McGregor developed in the 1960 suggests that Theory X places
emphasis on punishment as a motivation means whereas Theory Y is the contrary whereby
people take initiative. In this way this theory predicts behaviour and performance of leaders.
(Morse & Lorsch, 1970)

The Behaviour Theory of Leadership studies the linkage between the impact of behaviour in
effective leadership and the satisfaction of subordinates. This theory was discussed since 1940.
Tannenbaum and Schmidt (1973) as appeared in “HRB Classic” assert that leaders’
characteristics are different from non-leaders. According to them the new era calls for
adjustments and involvement of groups for an effective leadership. (Tannenbaum & Schmidt,
1973)

Many studies were conducted to measure the patterns of behaviours and traits of leaders and
what distinguishes them from non-leaders. The State University of Ohio when developing
questionnaires about behavioural theory, identified the consideration which describes the extent
to which the leader is focused on subordinates and initiating structure which describes the extent
to which the leader is task focused on, as the two main behavioural categories. Similarly, the
University of Michigan conducted research on effective and non-effective leaders. This theory
consists of a two-dimensional leadership style which focuses on interpersonal skills or people
focused on and operations or production focused on dimensions. The essence of this theory

3
consists in the fact of the importance of integrating and harmonizing the forces of people and the
leader in activities rather than focusing on just the leadership style.

Examples of behavioural leadership styles include autocratic leadership style, dictatorial

leadership style, democratic leadership style, charismatic, etc but the two main basic styles are
the autocratic and democratic styles.

The Theory of Contingency approaches the leadership concept taking into consideration the
interaction of leader in various situations. One of the pioneers who shed light in this theory is
Fred Fiedler. Fiedler in his theory considers two aspects: how and why leaders in given situation
cane be effective and ineffective and how and why one leader with same traits and qualities can
be effective in one situation but ineffective in another situation. In short, the leader must find
ways to match adequate style to the complex situation at hand. (Gupta, 2009)

According to Gupta the situational leadership theory is a model and not a theory as it is based on
tested methodology and guidance. The situational leadership style conceptualizes that the leader
adapts his style based on assessment of his organization. (Gupta, 2009)

Tannenbaum and Schmidt (1973) further suggest that leaders must consider three forces before
choosing the leadership style to respond to a situational setting. Those are: supervisor,
subordinates and situation.

Burns, 1978 as cited by (Lovaglia, et al., 2012, p. 23) made the distinction between the
transactional and transformational leadership. According to Burns the transactional leadership
motivates people through application of award and punishment methods whereas the
transformational leadership motivates “by transforming the identities and goals of individuals to
coincide with those of the groups”.

Transactional and transformational leadership styles differ from each other and seldom
complement one another. When these two styles are blended, produce a desirable combination
of leadership style. The main difference between the two styles is that transactional focuses on
short term and punish/reward techniques, whereas transformational leadership style runs long.
One of the main traits that distinguishes these two historical styles is the charisma of the leader.

4
Main attributes of leaders consist of enthusiasm, integrity, empathy, courage, judgment and
decision making. Other personality attributes include emotional intelligence, initiative,
adaptability to change, ability to supervise, on the other hand, theories of sustainable leadership
not only look at the characteristics, styles and traits of leader but how leaders approach complex
situations in evolving circumstances.

The Sustainability Leadership Institute (SLI) approach to sustainability leadership suggests that
leaders are to develop the necessary skillsets for responding to different situation that arise
because of complex, foreseen and unforeseen circumstances. (SLI, 2009)

Drawing on both the theory of leadership and the practice of sustainability by leaders, the
University of Cambridge designed and tested a Sustainability Leadership Model consisted of
three components: the external and internal context for leadership; the traits, styles, skills and
knowledge of the individual leader; and leadership actions. None of these elements is unique to
sustainability leaders, but collectively they encapsulate a distinctive set of characteristics and
actions in response to sustainability challenges. (Visser & Courtice, 2011)

The following chapter discusses the German Chancellor, Dr. Angela Merkel as the chosen leader
by the writer to reflect theories of leadership style, characteristics and sustainability strategy.

3. Angela Merkel: characteristics and leadership style

Many authors describe Angela Merkel’s leadership style as calm, reasonable and cooperative
with the people around her. Many articles describe her as plain and extraordinarily intelligent.
As she holds a PHD in Physics she has that analytical skill that helps ponder issues a little longer
than some other leaders do. Because of her traits, well known throughout the world, she is called
by her German fellows as the mother or in German “mutti” (RCG, 2019)

The New Yorker magazine in article published in 2014 defines Angela Merkel as the “Quiet
German”. (Packer, 2014)

Her political carrier and her path to growing into the first women Chancellor of Germany didn’t
come without some impediments and pains she had to overcome. On the other hand, that
perceived women as weak and underestimated by many, grew to be the leader of Europe.
(Petzinger, 2017)

5
Angela Merkel became the first women Chancellor in Germany and before that the first political
women leader. She had to maintain her role because in the eyes of Germany and others,
questions were raised as to whether she has the abilities to do the job.

The Forbes Magazine listed Angela Merkel as the number one world’s most powerful women in
2018 and the fourth most powerful person in the world for 2018. (Forbes, 2018)

Angela Merkel’s body posture and non-verbal communication compliment her unique leadership
style and characteristics. Politicians like to make big, rhetoric gestures, but Merkel on the other
hand, is recognized for one - her specific hand posture, known as “the roof’ or “rhombus”, the
trademark of the German Chancellor.

Andreas Kluth, a former journalist from The Economist, rightly titled his article “The body
language of power” dedicated to Angela Merkel when in 2007, the German Chancellor visited
Vladimir Putin in Sochi, despite the fact that Merkel’s advisor had informed Putin in advance
that she doesn’t like dogs (she was once bitten by one), Putin had brought in his Labrador named
Koni. Her body language showed she was uncomfortable while Koni was sniffing Merkel’s
crotch, and Putin leaned back comfortably in the chair, giving a message of “I am the man”. The
situation backfired Putin, and Merkel later used it by telling the reporters that “he’s afraid of his
own weakness…” Now, Putin genuinely respects Angela Merkel, according to people attending
their meetings.

However, the world could not ignore the German Chancellor trembling during official
ceremonies, three times in a month (June and July 2019), and her stoic stand, an example of a
strong, powerful yet a pacifist leader, Germans proudly call “Mutti”.

Her leadership style falls under the transformational leader concept but lacks the charisma. Her
leadership style is a combination of flexibility, patience, understatement, and calculating habits.
She works with a handful of people who she trusts. She is not a good public speaker and often
comes across as a technocrat but, yet convincing to her voters.

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 4. The necessary revolution to create a sustainable world and challenges for leaders

Heifetz and Linsky (2002) use a symbolic metaphor for leaders to “get on the balcony” to get a
clearer vision and even strategic plan in order to “go back to the dance floor” to respond to what
is happening to than withdraw, reassess and act with a new adjusted plan. (Heifetz & Linsky,
2002, pp. 51-74)

History shows that many actions by leaders have managed to reverse or change societal patterns
development and economic stagnations characterized by various factors. The impacts of
globalization and industrial revolution do not go unnoticed. The environmental degradation and
challenges such as industrial waste, consumer and commercial waste and toxicity, non-renewable
and renewable resources, topsoil, fisheries and forests are some of the interlinked consequences
that affect the lives of any communities thus leading to imbalanced eco-social environments.
Many people in today’s world regard these issues as someone else’s problem and tend to shift the
burden, however running away from responsibilities is no longer possible. (Senge, et al., 2008)

Despite the good the Industrial age brought for education, health, wellbeing there are some
interconnected challenges and problems for reducing the destroyed ecosystems and civilizations.
People and organizations are thinking how to reverse the damage. Although, there are some
attempts by individuals for making a better future, these efforts must be mainstreamed, and
governments need to introduce solutions that bring change. (Senge, et al., 2008, pp. 7-9)

To address these global challenges leaders of the world came together at the General Assembly
session on 25th October 2015, committed to an ambitious Agenda 2030 for making the planet a
place for the people, with prosperity and true partnerships for peace. The agenda 2030 contains
17 sustainable development goals (SDGs) that demand transformation of the world and
achievement of no poverty, prosperity, peace and better planet by 2030. (UN, 2019)

No doubt that achieving sustainability and full potential is challenging, however as the resolution
A/RES/70/1 calls the whole of government, civil society, private sector and the people have the
obligation to abide by it and achieve the Agenda 2030.

Most of leaders, businessman, politicians and others have focused on how to expand the
economy without considering the side effects caused by the industrial revolution. However, this
is shifting as more and more media monitor and report about how the world economy functions.

7
More and more is being debated about the issue of climate change and how it is not an isolated
issue. More and more scientists are coming together to innovate and find solutions for reducing
the degradations already caused by the industrial age. Decision of leaders to embrace
sustainability framework strives through innovative approaches to ensure the tools for
optimization of inputs and resources to get better results and reduction of ecological, carbon and
water footprint. (Senge, et al., 2008, pp. 14-32)

As the world today is rapidly evolving the leaders and organizations of today, embrace the
concept of triple bottom line (TBL) to inform decisions about doing business in a more
sustainable way. The sustainability framework TBL measures the people, planet and profit and
the impact of the environmental, health and socio-economic dimensions in a project. (Slaper &
Hall, 2011)

For the past twenty years the world has seen enormous developments in the field of
sustainability. Companies of all sizes and forms have embraced in one way or another the
concept of sustainability, introduced and integrated policies and strategies to embrace their
responsibilities for economic, social and environmental development. According to the UN
Global Compact publication “Blueprint for Corporate Sustainability Leadership” (2010) “A new
level of performance is needed in order to address key global challenges and deliver on the
sustainability promise”.

The German Council Sustainability Code written on the basis of the Global Compact Leadership
Blueprint provides for a number of criteria to be embraced by companies and organizations for
giving shape to sustainability and the need for a systemic and evidence based approach to
strategic and in-depth analysis & action, internal controls, stakeholder engagement, usage and
management of resources, considerations for societal aspects of sustainability by upholding the
highest human rights standards and principles to achieve the full potential.

One of the recommendations from “The 2018 Peer Review on the German Sustainability
Strategy” Report by the International Peer Group chaired by Helen Clark in May 2018 in Berlin,
encourages provision of policy and regulatory frameworks that regulate and address social and
environmental challenges in a proactive and sustainable way.

However, the good news for companies to pursue the corporate social responsibility concept,

8
eventually such concept realizes a few conflicting objectives when some companies and leaders
make ad-hoc initiatives to mask negative impacts instead of systemic and evidence-based
approaches. In response to conflicts between business and social goals a new concept of creating
shared value was born which addresses both the economic and social benefits based on shared
values. As Wojcik (2016) notes “the CSV concept constitutes a significant step forward in
business responsibility as it views both a firm’s performance and social concerns from the value
creation perspective, a phenomenon that constitutes a central point in economics and
management. (Wojcik, 2016)

5. Angela Merkel: a sustainable leader model

“Sustainability leaders are individuals who are compelled to make a difference

by deepening their awareness of themselves in relation to the world around
them. In doing so, they adopt new ways of seeing, thinking and interacting that
result in innovative, sustainable solutions.”

(SLI, 2009)
The German Chancellor, Dr. Angela Merkel in her foreword for the Sustainability Code states
that “…a great transformation is already under way. More and more consumers are choosing
products that are produced in a socially responsible and environmentally friendly manner. More
and more investors are now interested in investing in sustainable projects. More and more
companies view sustainable business practices as their opportunity to convince people with
innovations in the markets…” (German Council for Sustainble Development, 2017)

The Chancellor policies related to families, economy and the recent situation of refugees’ influx
to Germany have proved her yet again one of the most powerful and influential leaders in the
world. Despite the many dissatisfactions and protests in Germany, related to her policy on
multiculturalism, she managed to make an agreement with the Turkish Government. The
Turkish Government would benefit billions of euros in aid whereas Germany and EU a more
secured border. Although this agreement is seen by many as controversial the bottom point is
that refugees are not left untaken care off. (TheGuardian, 2015)

Germany being one of the European Union (EU) and World’s strongest economy, it has
responsibilities and influences the developing patterns of other developed and developing
countries in addressing emerging challenges.

9
Even though Germany heavily relies on nuclear energy, following the Fukushima crisis, the
German Chancellor announced that Germany would phase out the atomic energy plant by 2021
and focus more on renewable energy. She closed eight of the oldest German atomic energy
plants (AEPs) immediately and ordered an investigation for 90 days. She created a “Council of
Ethics on the use of Nuclear Energy” and invited a mixture of stakeholders to debate on the issue
of Germany´s energy future. (Dolan, 2011)

Germany’s automobile industry was lacking initiative to replace the motor engines. The
Government lead by the Chancellor made a turning point and financed the automobile industry
with one billion euro for industry to replace the motor engine with a clean-energy technology
with the aim of reducing the CO2 emissions. She yet again proved to be a sustainable leader.
(Dolan, 2011)

6. Conclusions

This paper provided a summary on theories of leadership and the emerging need for sustainable
leadership in today’s everchanging world. The adaptability of sustainable leaders can clearly
contribute towards a more sustainable way of doing business considering the needed balance of
economic, social and environment dimensions.

The learning taken from analysis of the chosen leader’s characteristics and style show that her
style of leading with courage from behind and with empathy, adaptability to emerging situation,
influence and capability to overcome challenges and barriers helped her own country to secure
the well-deserved position as one of the most economically stable countries in the world. The
practice and contribution of her actions towards the sustainable development have listed her
among the top four most powerful leaders in the world and one most powerful woman in the
world. There is no doubt that she had a crucial role for Germans not to be known by the historic
reputation. As the Times magazine reports “Germany has spent the past 70 years testing
antidotes to its toxically nationalist, militarist, genocidal past," her values have to surface in
several occasions, to name a few: her response to Vladimir Putin's actions in the Ukraine, the
Greek financial crisis, or the violence in Paris.

Despite the controversies with her decisions she played a crucial role in managing the Eurozone,
Ukraine, Greece, Germany’s energy, Brexit and refugee crisis.

10
Her pragmatic and ideologically driven decision-making make her a courageous leader. She may
not have the charisma many leaders have but there is no doubt in the eyes of Germany, Europe
and worldwide is considered the most influential leader of Europe.

She continues to be globally positively acknowledged, as an example of an individual, a leader

who made a difference globally, starting from her own country.

11
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