**6.4 Sustainable organisation and society**

Sustainable leadership is stakeholder centric and involves multiple social influences, not limited to internal and external stakeholders. Sustainable leaders must facilitate different types of social capital, internal and external, to the organisation necessary to access network and relational-based sources. The organisational capability to develop, maintain and change to a sustainable organisational culture is salient for employees and leaders. Sustainability-oriented basis assumptions, espoused values and artefacts need mutually reinforce each other. Another critical organisational capability is leading and managing the complexity of interdependencies arising from interactions and relationships, which cross levels and boundaries in pursuit of triple bottom lines. While the capacity to drive incremental, sustaining innovation is critical, a sustainable organisation must pursue disruptive innovation in the various elements of the organisational architecture to operate in new sustainable ways. However, sustainability innovation and practices are not possible without infusing sustainability into the whole process of operations, strategy and HRM.

At the societal level, the organisational capability for social and environmental responsibility reflects the multi-stakeholder nature of sustainable leadership. Sustainable leaders focus on how their organisation positively contribute to society to grow social responsibility, preserve cultural heritage and promote ecological conservation. Ethical values and norms—specifically, the pro-environmental behaviours and values focused on strict social and environmental responsibilities—become crucial in sustainable leadership. Being socially and environmentally responsible pays off by increasing sustainability performance outcomes and stakeholder harmony.

One of the pragmatic implications of the proposed framework is that it provides insight into the nature of competencies, type of HR and value of sustainability literacy and culture as necessary building blocks for sustainably leading self, others and the organisation. In this way, the review has offered a valuable tool for leadership to focus their developmental effort on the various components at the individual and

organisational levels to practice effective, sustainable leadership at all levels to ensure organisational longevity. Future research needs to empirically test the proposed model to validate or alter it based on views of sustainable leaders in different contexts to enrich our understanding of sustainable leadership further.
