MGNT910 Strategic Management Report Sample

MGNT910 Strategic Management Report

Requirements

• You are expected to support your analysis and critical discussion drawing on a minimum of ten (10) quality research papers.

• At the end of the report, you are expected to write a 1000 word reflection. This reflection is to encourage students to examine their key learning from the subject, identify any changes in their thinking, behaviour and practice from the learning and interactions with the subject learning, including group work.

• Length: 3000 words (+/- 10%) excluding executive summary, tables, figures and references.

• Weighting: 40%

Report format and structure

1. Title page (cover page) with AI declaration: AI cannot be used for this assessment.

2. Executive summary: Provide a concise summary of the purpose of the report, the main analyses conducted, key findings and recommendations of your report. This should be no more than one page and should give readers a quick overview of what to expect.

3. Table of contents

4. List of figures and tables (if applicable)

5. Introduction

• Introduce the topic, explaining its importance and relevance in the contemporary business landscape.

• Clearly state the purpose of your report and the specific questions or issues you intend to address.

• Provide an outline of the report's structure.

6. Literature review

• Review the relevant literature on the selected topic, for example, ‘ethical and strategic responsible business’. Discuss key concepts, theories, and frameworks related to the topic.

• Highlight the major trends, challenges, and debates in this area.

• Reference and critically evaluate a selection of peer-reviewed research papers that form the basis of your analysis.

7. Business practices and critical analysis

• Explore practices relevant to the selected topic, for example: concept of ethical business practices and their significance.

• Discuss specific examples of companies or industries that have excelled or faced challenges in practicing, for example: ethical and sustainable business.

• Analyse the impact of such practices, for example: ethical and sustainable practices on corporate reputation, stakeholder trust, and long-term sustainability.

• Provide examples of companies that have successfully integrated, for example: responsible business strategies into their operations.

• Discuss the advantages of such strategic practices, for example: responsible business practices in terms of competitive advantage and stakeholder relationships.

• Include detailed case studies or examples of companies that have demonstrated the topic and practices you selected. Analyse their strategies, challenges, and outcomes.

• Consider any implications/limitations of applying theory in practice, for example: ethical dilemmas or challenges they may have faced and how they addressed them.

8. Recommendations

• Based on your analysis, provide practical recommendations for businesses looking to improve their practice. Consider the broader implications and potential benefits of adopting these recommendations.

9. Conclusion

10. Reflection (1000 words): This reflection will encourage you to examine your key learning from the subject, identify any changes in your thinking, behaviour and practice from the learning and interactions with the subject learning including group work.

11. References: List all the sources you cited in your report, following a consistent citation style (e.g., UOW, Harvard referencing style).

12. Appendices: Include any supplementary material, such as additional data, charts, or surveys used in your analysis.

Ensure that each section flows logically and supports the overall argument of your report. Use clear and concise language, provide evidence from credible sources, and maintain a critical perspective throughout.

Solution

1. Introduction

1.1 Introduction to Strategic Leadership

Strategic leadership is crucial in the current dynamic world that is characterized by technological innovations, globalization, and evolving stakeholders’ expectations. Strategic management is crucial for organizations to overcome these complexities and develop their visions and missions for the achievement of long-term organizational success. The capacity to mobilize and direct organizations toward prosperity in an environment that is characterized by increasing levels of volatility is now a key driver of competitiveness.

1.2 Purpose and Objectives of the Report

The purpose of this report for MBA assignment expert is to critically evaluate the role of leadership in strategic management, focusing on the dichotomy between theoretical ideals and practical realities. It aims to explore how responsible leadership principles such as transparency, trust-building and prioritizing stakeholder well-being are implemented in real-world organizational settings.

The report addresses key questions, including:

• How do theoretical ideals of strategic leadership align with practical realities?
• What are the primary challenges faced by leaders in implementing responsible leadership principles?
• How do these challenges impact organizational success and the ability to sustain strategic change?

1.3 Report Structure

The structure of this report is as follows: This is followed by a literature review that highlights concepts, theories, and frameworks of strategic leadership. This is followed by an evaluation of the practice of business where the author looks at how various corporations practice and fails to practice responsible leadership principles; this section includes case studies of organizations such as Patagonia, Unilever, Starbucks, Tesla, and Volkswagen, among others. It then offers actionable suggestions for organizations to improve their strategic leadership and ends with an overview of the study’s findings and implications. This systematic approach is meant to ensure that the topic of strategic leadership is comprehensively covered, offering the best of both theoretical and practical aspects while giving practical guidelines to managers.

2. Literature Review

2.1 Review of Relevant Literature on Strategic Leadership

Strategic management helps organizations achieve their goals in dynamic business contexts. Transformational leadership, Upper Echelons Theory, and paradoxical leadership are strategic leadership concepts. According to Pellegrini, (2020), transformational leadership involves leaders influencing employees to increase performance and commitment. Transactional leadership involves routine oversight and performance rewards.

Ali and Anwar, (2021) Upper Echelons Theory states that CEOs' experiences, tastes, and thinking affect organisational success. This hypothesis underlines the origin's influence on leaders' strategic decisions and performance. Porfírio, et al., (2021) noted that paradoxical leadership manages conflicting pressures and balances. This is crucial because leaders must balance short-term strategies with long-term planning and management of varied inputs.

These theories are expanded by ethical decision-making in responsible leadership. The following practices enable responsible leadership, according to Dirani, et al., (2020): Clarity, accountability, and stakeholders are involved. Organizational restrictions and stakeholder demands make it challenging to apply these ideas.
Strategic leadership's potential application has been explored in subsequent studies. Guzmán, et al., (2020) explain how CSR may boost organizational performance and stakeholder trust by integrating it into the strategic vision. Knight, et al., (2020) also stressed the importance of cultural intelligence in MNCs and strategic leadership.

2.2 Major Trends, Challenges, and Debates in Strategic Leadership

Many recent business trends have altered strategic leadership. Corporate social responsibility and ethical leadership are trends. Today's stakeholders want firms to solve economic, social, and ecological issues. This trend has forced CEOs to include ethics in strategic planning (Yuan, et al., 2020).
Digital transformation and leadership are the second trends. Leaders must grasp how technology affects organizations. Digital leadership integrates technology into organizations and embraces change.

Strategic leadership has changed with globalization. Leadership must now deal with multi-regional teams and comprehend cultural and commercial complexities. Globalization and multiculturalism enable CEOs to work across cultures (Nguyen, et al., 2021).

These developments have several drawbacks. One is the corporation's morality vs self-interest dilemma. Leaders often face ethical issues where profit trumps social and environmental responsibility. Another is keeping up with technological advances. Innovation happens quickly, so unknown reasons might change business and confront management with new difficulties (Alayoubi, et al., 2020).

The theory-practice gap in strategic leadership is a hot topic. Unlike in theory, organizational constraints and real-life faults may restrict the best of these approaches. This duality makes us wonder if ideal leadership styles can sustain organizational performance (Suriyankietkaew, et al., 2022).

2.3 Critical Evaluation of Peer-Reviewed Research Papers

Samimi et al. (2022): this paper outlines the agenda for future research on strategic leadership suggesting that there is a need to move to a new level of understanding of leadership practices. According to the authors, many frameworks lack enough consideration of the real-world environment, and therefore, the implementation differs from theory. The paper also emphasizes the necessity for future work to focus on the practical implementation of responsible leadership and the issues associated with disclosure and communication.

Ali and Anwar (2021): the study aims to explore strategic leadership effectiveness in enhancing organizational performance. Altering the perspective to the role of strategic leadership the authors opine that the level of such leadership positively influences organizational results, but they also acknowledge the fact that practical organizational issue such as lack of resources or pressure from the external environment can affect the possibility of exercising responsible leadership. Thus, this paper raises the idea of modifying leadership approaches for such practical issues.

Porfírio et al. (2021): This paper aims to investigate the leadership characteristics’ influence towards digital change. According to the authors, the complexity of digital change calls for specific qualities that leaders ought to have to manage well. However, it has been established that such practices are not easily sustainable, especially by maintaining the ethical standards and the transparency of the operations in the improvement of the technologies. This paper portrays the dilemma of exploring innovation while at the same time setting the standards for responsible leadership.

Ateş et al. (2020): Leadership gets praised when used in the right way but this paper aims at looking at the negative impacts of visionary leadership where concerns include strategic fit and vigor. The authors discover that inclusive leadership contributes positively to the achievement of strategic goals while at the same time realizing that visionary leadership tends to create misfits and rivalry in organizations. This study brings to the foreground some of the tested truths that indicate that the creation of long-term visions doesn’t come without considerable practical questions that must be answered by the leaders; agreed strategic options must be efficiently managed.

Fuertes et al. (2020): this literature review develops a conceptual model of Strategic management with the improvement of key trends and issues. The authors describe how ethical considerations can be incorporated into the framework of Strategic Management, on the other hand, the authors also demonstrate some of the challenges that firms face when trying to apply the principles. In this paper, the authors give a general view of the topic stating that there is a lack of attention in the literature for further detail about the scope of the strategic management domain and the real-life elaboration of the concept of responsible leadership.

Pellegrini et al. (2020): The following paper seeks to determine the leadership competencies that define the link between knowledge management and leadership. The authors discuss the contributions of knowledge management systems to strategic decisions, however, they also state the issues concerning ethical issues and decision transparency. This research indicates that there is a need for proper leadership practices to be in tandem with organizational knowledge cum ethics.

Knight et al. (2020): This paper aims to explore the possibilities of design thinking to be implemented in the field of strategic management. The authors explain that the design-led tactics may contribute to the improvement of the levels of innovation and strategic management but at the same note, they can also recognize some challenges of implementing such strategies based on the principles of responsible leadership. Therefore, this study advances knowledge of how design thinking can be implemented in strategic leadership and the advantages and drawbacks of doing so.

Dirani et al. (2020): This research paper is concerned with the aspect of leadership competencies during challenging circumstances; in this case due to the COVID-19 pandemic. The authors explicate on the human resource development and leadership during crisis processes. The paper raises awareness of the challenges leaders are faced with in exercising ethical leadership when under stress, in this case when adopting a crisis-sensitive strategy, and the need to pay attention to the strategic plan on how this can be achieved.

Madi Odeh et al. (2023): This research focuses on the part played by transformational leadership in the realization of organizational resilience-bearing adaptive cultures. Using their studies, the authors conclude that transformational leadership is effective in improving the levels of organizational resilience, and yet they also discovered that in real-life practice, the complexities that are associated with implementation include cultural resistance and scarcity of resources. It is for this reason that this paper has focused on arguing the need for leaders to meet these challenges as they nurture adaptive cultures.

Guzmán et al. (2020): This research seeks to establish the nature and competencies needed in line with leadership in the context of Industry 4. 0. The author’s state that, for managers to be effective in Industry and its dynamics, leadership skills is required in their possession at all times. As for learning activities, they remain at the level of 0, for example, digital literacy and strategic thinking. Nevertheless, the study also acknowledges the issues of ethical leadership concerning the management of technology pointing to the need for equilibrium.

3. Business Practices and Critical Analysis

3.1 Exploring Practices Relevant to Strategic Leadership

Ethical leadership in global firms and responsible business practices involves ethical strategy design. Ethical business practices help organizations and stakeholders through truthfulness, honor, fairness, and people's values. These practices build trust, a favorable organizational image, and long-term company success. Ethical executives care about the firm's profitability, employees, consumers, society, and environment. This aligns with responsible leadership concepts, which encourage businesses to balance profit-making goals with social and environmental responsibilities (Parker, 2020).

3.2 Examples of Companies and Industries in Australia

Several Australian companies and industries have strong corporate ethics. Patagonia, an American outdoor clothing company, is noted for its social advocacy and excellent production standards. Sustainable business measures including recycling and fair labor are part of Patagonia's strategy (Appendix 2). The company's environmental conservation and supplier chain management are examples of ethical business strategy (Lu, et al., 2023).

In contrast, Australian mining has struggled with ethical business. Rio Tinto, established in the UK but with offices worldwide, was criticized for destroying Juukan Gorge rock shelters in Western Australia, which are culturally significant to the Puutu Kunti Kurrama and Pinikura people. Thus, this episode was a clash of business with stakeholders' values, revealing the dilemmas that leaders and management face in trying to meet corporate goals while fulfilling their ethical obligations (Herrera and de las Heras-Rosas, 2020).

3.3 Analysis of the Impact of Ethical and Sustainable Practices

Ethical and sustainable operations greatly impact firm image and stakeholder trust, which determines long-term profitability. Ethical company practices attract better clientele and investment. By pioneering ethical clothing production, Patagonia has gained customer trust and credibility through its environmental responsibility (Mio, et al., 2022).

However, unethical behavior damages the company's brand and shareholder trust. Rio Tinto faced public opposition, legal inquiries, and loss of trust from other partners. This instance shows how businesses should always respect the culture of the people they serve and how doing so might be harmful (Durrah, et al., 2024).

3.4 Successful Integration of Responsible Business Strategies

Several Australian companies have successfully integrated responsible business strategies into their operations. Unilever Australia is a notable example, with its commitment to sustainability and ethical practices embedded in its corporate strategy. Unilever’s Sustainable Living Plan aims to reduce the company’s environmental impact while improving social conditions in its supply chain (See: Appendix 1). The attempts of the company to optimize resource consumption minimize waste production, or select ethical suppliers indicate that it pursues a holistic strategy for responsible business (Andeobu, et al., 2022).

Bendigo and Adelaide Bank is also an example of an Australian bank that has implemented social responsibility into the banking system. Some of the examples of shareholder-stakeholder orientation include sponsoring local developments and support of programs on financial literacy among community members (Mio, et al., 2020).

3.5 Advantages of Responsible Business Practices

Corporate responsibility maintains several benefits such as a competitive edge and better customer relations. In the commercial world, most consumers are willing to associate with firms that participate in initiatives that are more ethical and sustainable. For instance, Unilever's use of sustainability as one of its core competencies has helped improve its market standing and brand popularity, thus improving its operations in the long run (Zhao, et al., 2023).

In addition, staying responsible creates better relations with stakeholders such as customers, employees, and society in general. It is for this reason; that companies that use transparent and ethical conduct to market their products are likely to be supported by these groups. Such support can lead to higher levels of employee morale and productivity, enhanced customer patronage or brand allegiance, and even public goodwill, all of which can contribute positively to business outcomes (Patiar and Wang, 2020).

3.6 Case Studies of Australian Companies

Case Study 1: Patagonia Australia

To understand how Patagonia Australia practices responsibility in strategic leadership, it is essential to first look at its commitment to ethical and sustainable business practices. They focus on the sourcing of organic cotton, advocacy for fair trade, and support for environmental concerns. This issue has been an area of challenge to Patagonia’s leadership as they have had to strive to achieve these high standards while operating in the global market. Nonetheless, due to such threats, Patagonia has endeavored to uphold its mission and vision of sustainability while maintaining transparency, which has strengthened its brand image and customer loyalty (Medium, 2021).

Case Study 2: Rio Tinto

This paper outlines some of the ethical issues inherent in the Australian mining industry using the Rio Tinto case as an illustration. The event that became a focal point for the criticism of the actions made by the company was the demolition of the Juukan Gorge rock shelters, which pointed to a major failure to address cultural and stakeholder values. In reaction to the criticism, Rio Tinto embarked on measures that sought to address the company’s relationship with indigenous people, as well as up the company’s environmental and social responsibility standards. This case also brings out the relevance of integrating the business organization with the values of the stakeholders and the third responsibility of a leader, which is to address the ethical issues expected in the operation of an organization (Rio Tinto, 2024).

Case Study 3: Unilever Australia

The Sustainable Living Plan demonstrated a well-planned and purposeful focus on making Unilever Australia more ethical and sustainable. Measures implemented by the company like the effort to limit greenhouse gas emissions, and support sustainability in agriculture also show the incorporation of responsibility into the company strategies. While managing the aspects of implementing these practices in the global supply chain of Unilever, the company’s leadership has boosted its corporate reputation and built more trust with stakeholders (Business Wire, 2024).

3.7 Implications and Limitations of Applying Theory in Practice

Integrating SL theory into practice inevitably raises ethical and organizational difficulties. Theory suggests more openness and engagement with stakeholders, but in practice, there are conflicting interests, power dynamics, and economic competition. Leaders must also grasp these tensions to sustain ethics (Haque, 2021).

However, responsible business practices are costly and time-consuming, which can be difficult for large organizations, especially in competitive marketplaces. Organizational sustainability may require processing expensive raw resources or creating mechanisms that affect short-term profitability. Managers must address these difficulties by integrating ethics into the strategy plan and convincing top executives and shareholders of the benefits of ethics (Fleming, et al., 2021).

4. Recommendations

Based on the analysis of strategic leadership and responsible business practices, the following recommendations are proposed for businesses aiming to enhance their ethical and sustainable practices:

1. Integrate Ethical Principles into Strategy: Managers should ensure that ethical considerations form the foundation of their organization’s strategic management theories. This entails adopting a clear organizational culture that focuses on the issues of transparency, honesty, and communication with other stakeholders. This way, companies will be in a position of adapting to societal norms and thereby promoting ethical practices in the business (Saha, et al., 2020).

2. Enhance Stakeholder Engagement: Businesses should take time and organize for stakeholder mapping where they seek to know and understand the customers/employees as well as the community. Several tools used in the feedback and open dialogue of stakeholder interests may also assist in creating goodwill (Fry and Egel, 2021).

3. Invest in Sustainable Practices: Implementing environmentally friendly policies like ones focused on reducing carbon emissions, recycling, and sourcing goods and services responsibly can not only help improve a company’s image but also reach environmentally aware customers. While the costs of implementing these strategies might be high in the beginning, the benefits such as customer loyalty, distinguishing oneself from competitors, and meeting set rules and regulations in the future are substantial (Yuan, et al., 2020).

4. Foster a Culture of Responsibility: Managers should set high standards of ethical behavior for themselves and s, endorse employee education about ethical issues and good sustainability practices. This facilitates inculcation of responsibility right from the strategic to operational level in the organization (Nguyen, et al., 2021).

5. Monitor and Report on Progress: Maintaining strong monitoring and reporting mechanisms together with the evaluation of the outcomes in front of the ethical and sustainability objectives is crucial. Monthly reporting can be used to show concern to its stakeholders and also show them how well or otherwise the organization has been performing (Alayoubi, et al., 2020).

6. Prepare for Ethical Dilemmas: Design guidelines for handling ethical issues and situations where an employee is faced with self-interest and organizational interest at cross purposes. Guidelines on how decisions are made and how crises are handled serve the leaders in achieving their goals while at the same time providing guidelines to ensure that most of the decisions made have an ethical nature.

Implementing these suggestions may have better relations with the stakeholders, increased corporate image, and sustainability― Businesses can become the exemplar of best practices with responsibility and integrity (Suriyankietkaew, et al., 2022).

5. Conclusion

Organizations need strategic leadership to navigate competitive business settings while adhering to ethical and responsible management standards. The difference between an ideal plan and its implementation is often troublesome, but how can a strategic leader overcome these challenges? Successful policies and standards by Patagonia and Unilever show how responsible leadership can boost a company's reputation and stakeholder trust. These hurdles can be overcome and the proposed strategies embraced to guarantee that organizations perform at their maximum potential ethically, demonstrating that business organizations can embrace responsible leadership for sustainable growth.

Reflection

Introduction

Learning about strategic leadership and its application to the business world and ethical management has helped shape my views on the subject. It will discuss the lessons learned from this subject such as an understanding of social responsibility principles that can be applied in society, changes in my ways of thinking or MY-WAYs, and the development of interpersonal professional skills during collaborative work.

Key Learnings

Learning about ethical behavior and its effects on organizational performance has transformed my leadership views. Through openness, trustworthiness, and value creation, leaders' self-interest and moral responsibility can become a leading notion (Guzmán, et al., 2020).

Upper Echelons Theory and transformational leadership helped explain how leaders affect organizational phenomena. Identifying the principles of responsible leadership revealed several company management and ethics challenges. The case studies of Patagonia and Rio Tinto illustrated many of the topics taught in this course and helped firms evaluate their pros and cons.

It also taught leaders ethical decision-making. A strategic management approach has been suggested due to stakeholder values and ethical considerations. The analysis of ethical and sustainable management shows that responsible leadership boosts a company's image, stakeholder interactions, and growth (Madi Odeh, et al., 2023).

Changes in Thinking and Behavior

This topic has changed my view of leadership and business decisions. Before, I focused on organizational operation and performance. This text expanded my view of leadership and its broad approach to ethics and social challenges (Dirani, et al., 2020).

I now understand the importance of ethical problem-solving and strategy-making. This transformation has changed my business practices to balance profit-making with legal and moral standards. I've improved my understanding of company actions' effects on employees, consumers, and society.

The subject also values schools' leadership by emphasizing openness and information exchange. I've also had to be more honest with others and make ethical decisions that follow business norms and ideals. This change shows the responsible leadership and course concepts adopted (Knight, et al., 2020).

Professional Interpersonal Skills

Group projects and other activities have helped me develop professional skills like communication, cooperation, and conflict resolution. My group work taught me the value of embracing the diversity and viewpoints of everyone in a group with a common goal. My approach to problems and understanding my coworkers changed as I worked with other students. This year emphasized teamwork and contributing to team success (Pellegrini, et al., 2020).

Students have to focus on group dynamics management and conflict resolution approaches when working in groups. I also created group-wide conflict resolution and decision-making methods. This talent is essential for teams and organizations to build productive partnerships (Fuertes, et al., 2020).

Application of Social Responsibility Principles

Integrating social obligations into evaluation and business analysis has been a major learning consequence. Criticizing the topic, he or she claimed that strategic management should address ethical issues and stakeholder needs. It has also helped me grasp corporate problems and develop acceptable leadership methods (Ateş, et al., 2020).

For instance, while considering commercial possibilities, legal aspects and their impact on stakeholders in social and environmental contexts are considered. This includes considering the morality of business acts and whether they benefit society and nature.

The curriculum also stressed incorporating social responsibility into company culture. I identified ethics and social obligations in groups and organizations. This includes implementing change, fostering ethics, best practices, and company-culture-appropriate activities (Porfírio, et al., 2021).

Reflection on Group Work

The subject's group work activity taught me a lot about group procedures and collaboration. Workers needed cooperation planning and organization skills to meet production goals. To resolve such a conflict, role identity, goal definition, and communication were crucial (Ali and Anwar, 2021).

In group work, the most Handling differing ideas and work ethos was one of my biggest challenges. I understood this by establishing a platform where employees feel valued regardless of their work level. This helped us reach a consensus and meet project goals.

Group work showed this by requiring everyone to support and respect one another. The specialty method ensured that each team member used their talents to achieve goals. Thus, this experience has enhanced my views on positive human interactions and teamwork to achieve goals (Samimi, et al., 2022).

Conclusion

Strategic leadership and corporate responsibility have shaped my leadership analysis. My study of social responsibility and professional interpersonal skills as the foundation of good leadership has given me a new perspective. The topic emphasizes integrating ethics with business goals, transparency, and stakeholder relations.

These adjustments demonstrate leadership and decision-making ethics in any organization. The subject has improved my group work skills by teaching me to collaborate and handle different perspectives. Using responsible leadership concepts, this subject's information will be valuable throughout my leadership and commercial practices.

References

Alayoubi, M.M., Al Shobaki, M.J. and Abu-Naser, S.S., 2020. Strategic leadership practices and their relationship to improving the quality of educational service in Palestinian Universities. International Journal of Business Marketing and Management (IJBMM), 5(3), pp.11-26.

Ali, B.J. and Anwar, G., 2021. Strategic leadership effectiveness and its influence on organizational effectiveness. International Journal of Electrical, Electronics and Computers, 6(2).

Andeobu, L., Wibowo, S. and Grandhi, S., 2022. Artificial intelligence applications for sustainable solid waste management practices in Australia: A systematic review. Science of The Total Environment, 834, p.155389.

Ateş, N.Y., Tarakci, M., Porck, J.P., van Knippenberg, D. and Groenen, P.J., 2020. The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment. Journal of Management, 46(5), pp.637-665.

Business wire. 2024. Unilever Sustainable Living Plan Helping to Drive Growth. [Online]. Available at: https://www.businesswire.com/news/home/20130422006320/en/Unilever-Sustainable-Living-Plan-Helping-to-Drive-Growth (Accessed: 27 July 2024).

Dirani, K.M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R.C., Gunasekara, N., Ibrahim, G. and Majzun, Z., 2020. Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic. Human resource development international, 23(4), pp.380-394.

Durrah, O., Charbatji, O., Chaudhary, M. and Alsubaey, F., 2024. Authentic leadership behaviors and thriving at work: Empirical evidence from the information technology industry in Australia. Psychological Reports, 127(4), pp.1911-1940.

Fleming, A., Jakku, E., Fielke, S., Taylor, B.M., Lacey, J., Terhorst, A. and Stitzlein, C., 2021. Foresighting Australian digital agricultural futures: Applying responsible innovation thinking to anticipate research and development impact under different scenarios. Agricultural Systems, 190, p.103120.
Fry, L.W. and Egel, E., 2021. Global leadership for sustainability. Sustainability, 13(11), p.6360.

Fuertes, G., Alfaro, M., Vargas, M., Gutierrez, S., Ternero, R. and Sabattin, J., 2020. Conceptual framework for the strategic management: a literature review—descriptive. Journal of engineering, 2020(1), p.6253013.

Guzmán, V.E., Muschard, B., Gerolamo, M., Kohl, H. and Rozenfeld, H., 2020. Characteristics and Skills of Leadership in the Context of Industry 4.0. Procedia Manufacturing, 43, pp.543-550.

Haque, A., 2021. The COVID-19 pandemic and the role of responsible leadership in health care: thinking beyond employee well-being and organisational sustainability. Leadership in Health Services, 34(1), pp.52-68.

Herrera, J. and de las Heras-Rosas, C., 2020. Corporate social responsibility and human resource management: Towards sustainable business organizations. Sustainability, 12(3), p.841.

Knight, E., Daymond, J. and Paroutis, S., 2020. Design-led strategy: how to bring design thinking into the art of strategic management. California management review, 62(2), pp.30-52.

Lu, Y., Zhang, M.M., Yang, M.M. and Wang, Y., 2023. Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values. Human Resource Management, 62(3), pp.331-353.

Madi Odeh, R.B., Obeidat, B.Y., Jaradat, M.O., Masa'deh, R.E. and Alshurideh, M.T., 2023. The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector. International Journal of Productivity and Performance Management, 72(2), pp.440-468.

Medium. 2021. What Makes Patagonia A World Leader In Sustainability. [Online]. Available at: https://medium.com/climate-conscious/what-makes-patagonia-a-world-leader-in-sustainability-486073f0daa (Accessed: 27 July 2024).

Mio, C., Costantini, A. and Panfilo, S., 2022. Performance measurement tools for sustainable business: A systematic literature review on the sustainability balanced scorecard use. Corporate social responsibility and environmental management, 29(2), pp.367-384.

Mio, C., Panfilo, S. and Blundo, B., 2020. Sustainable development goals and the strategic role of business: A systematic literature review. Business strategy and the environment, 29(8), pp.3220-3245.

Nguyen, N.T.T., Nguyen, N.P. and Hoai, T.T., 2021. Ethical leadership, corporate social responsibility, firm reputation, and firm performance: A serial mediation model. Heliyon, 7(4).

Parker, L.D., 2020. The COVID-19 office in transition: cost, efficiency and the social responsibility business case. Accounting, Auditing & Accountability Journal, 33(8), pp.1943-1967.

Patiar, A. and Wang, Y., 2020. Managers' leadership, compensation and benefits, and departments’ performance: Evidence from upscale hotels in Australia. Journal of Hospitality and Tourism Management, 42, pp.29-39.

Pellegrini, M.M., Ciampi, F., Marzi, G. and Orlando, B., 2020. The relationship between knowledge management and leadership: mapping the field and providing future research avenues. Journal of Knowledge Management, 24(6), pp.1445-1492.

Porfírio, J.A., Carrilho, T., Felício, J.A. and Jardim, J., 2021. Leadership characteristics and digital transformation. Journal of Business Research, 124, pp.610-619.
Rio Tinto. 2024. Ethics and compliance. [Online]. Available at: https://www.riotinto.com/en/sustainability/ethics-compliance (Accessed: 27 July 2024).

Saha, R., Shashi, Cerchione, R., Singh, R. and Dahiya, R., 2020. Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review. Corporate Social Responsibility and Environmental Management, 27(2), pp.409-429.

Samimi, M., Cortes, A.F., Anderson, M.H. and Herrmann, P., 2022. What is strategic leadership? Developing a framework for future research. The Leadership Quarterly, 33(3), p.101353.

Suriyankietkaew, S., Krittayaruangroj, K. and Iamsawan, N., 2022. Sustainable Leadership practices and competencies of SMEs for sustainability and resilience: A community-based social enterprise study. Sustainability, 14(10), p.5762.

Yuan, Y., Lu, L.Y., Tian, G. and Yu, Y., 2020. Business strategy and corporate social responsibility. Journal of business ethics, 162, pp.359-377.
Zhao, L., Yang, M.M., Wang, Z. and Michelson, G., 2023. Trends in the dynamic evolution of corporate social responsibility and leadership: A literature review and bibliometric analysis. Journal of Business Ethics, 182(1), pp.135-157.