Next Article in Journal
Implementing Green IT Transformation for Sustainability: A Case Study in China
Next Article in Special Issue
What It Takes to Lead Sustainability Transitions from the Bottom-Up: Strategic Interactions of Grassroots Ecopreneurs
Previous Article in Journal
The Links between Environmental Innovation and Environmental Performance: Evidence for High- and Middle-Income Countries
Open AccessArticle

Transformative Leadership and Contextual Change

Amsterdam Institute for Social Science Research, University of Amsterdam, 1018 WV Amsterdam, The Netherlands
Business Unit Agrosystems Research, Wageningen University & Research, 6700 AA Wageningen, The Netherlands
Foundation for Science and Technology, 1249-074 Lisbon, Portugal
Copernicus Institute of Sustainable Development, Utrecht University, 3584 CB Utrecht, The Netherlands
Author to whom correspondence should be addressed.
Sustainability 2018, 10(7), 2159;
Received: 30 May 2018 / Revised: 18 June 2018 / Accepted: 20 June 2018 / Published: 25 June 2018
(This article belongs to the Special Issue Leading Sustainability Transitions)
Transitions to deal with the grand challenges of contemporary societies require novel kinds of leadership, which can both stimulate novel organizational practices and changes in practices and structures in the organization’s context. This article seeks to understand how (changes in) the external structural context may influence organizational-internal transformative leadership and vice versa, and what kind of work is implied in leadership to transform current business models. It uses notions from literature on relational leadership and transformative leadership as sensitizing concepts. It then explores the leadership work in two case studies, on fishing in Portugal and care farming in the Netherlands. We find a dialectic interplay of the interactions between leaders and others on the one hand, and contextual changes on the other. Using a system-building perspective from innovation system literature, that interaction is driven by the quest to establish legitimacy and market formation and acceptance, knowledge and other resources for innovations. View Full-Text
Keywords: leadership; transitions; relational leadership; transformative leadership; innovation systems; value co-creation leadership; transitions; relational leadership; transformative leadership; innovation systems; value co-creation
MDPI and ACS Style

Grin, J.; Hassink, J.; Karadzic, V.; Moors, E.H.M. Transformative Leadership and Contextual Change. Sustainability 2018, 10, 2159.

AMA Style

Grin J, Hassink J, Karadzic V, Moors EHM. Transformative Leadership and Contextual Change. Sustainability. 2018; 10(7):2159.

Chicago/Turabian Style

Grin, John; Hassink, Jan; Karadzic, Vanja; Moors, Ellen H.M. 2018. "Transformative Leadership and Contextual Change" Sustainability 10, no. 7: 2159.

Find Other Styles
Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Article Access Map by Country/Region

Search more from Scilit
Back to TopTop