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Open AccessArticle

Transformative Leadership and Contextual Change

1
Amsterdam Institute for Social Science Research, University of Amsterdam, 1018 WV Amsterdam, The Netherlands
2
Business Unit Agrosystems Research, Wageningen University & Research, 6700 AA Wageningen, The Netherlands
3
Foundation for Science and Technology, 1249-074 Lisbon, Portugal
4
Copernicus Institute of Sustainable Development, Utrecht University, 3584 CB Utrecht, The Netherlands
*
Author to whom correspondence should be addressed.
Sustainability 2018, 10(7), 2159; https://doi.org/10.3390/su10072159
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. https://doi.org/10.3390/su10072159

AMA Style

Grin J, Hassink J, Karadzic V, Moors EHM. Transformative Leadership and Contextual Change. Sustainability. 2018; 10(7):2159. https://doi.org/10.3390/su10072159

Chicago/Turabian Style

Grin, John; Hassink, Jan; Karadzic, Vanja; Moors, Ellen H.M. 2018. "Transformative Leadership and Contextual Change" Sustainability 10, no. 7: 2159. https://doi.org/10.3390/su10072159

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