**1. Introduction**

Leadership is capable of integrating sustainability into every activity to balance both the pressure of short-term goals and priorities along with long-term goals and is needed for the sustainable future of all stakeholders, the planet and profit (Bocken and Short [1]). As the world faces more significant environmental, economic and social challenges, sustainable leadership is a top organisational and societal priority. In the corporate context, there is a positive trend of having new sustainable leadership roles, such as chief sustainability officer. While this is laudable, there is still a need for all leaders and board members to build their sustainability literacy and competencies. Building capacity for sustainable leadership among leaders at all levels is a critical matter, especially since there is a slow pace and limited scale of the actual practice of sustainable leadership in many organisations and levels of society. This pace is

worrisome when one thinks of the wicked social and environmental problems (e.g. floods and excessive heat) triggered by the effects of unsustainable business models, which are increasing in frequency, intensity and complexity. It is imperative that sustainable leadership practices gain scale and reach a tipping point in the organisation and society as quickly as possible to deal with unsustainable business models and beliefs. The challenge of scaling up sustainable leadership practice reminds us of Yue et al. [2], who assert that limited research and literature examine how sustainability or sustainable leadership models influence employees' 'sustainability behaviour' in several sectors. For example, Tsai and Lu [3] observe that only a few studies have explored the impact of leadership on port sustainability performance.

Sustainable leadership is essential to erode the power of the old axiom that the 'business of business is business' [4]. Sustainable leadership beliefs and practices are vital for balancing the triple bottom line, generally known as the three P's―planet, profit and people to pursue sustainability and organisational longevity [5]. Frank Horwitz, who supports sustainable leadership, asserts that the only business of business is sustainable businesses [6]. In this regard, leadership is implored to make decisions with an eye to the complete picture and move away from exclusively focusing on the short-term and business-as-usual approach.

The notions of leadership effectiveness, which focus exclusively on the organisation's values and inward-focused metrics rather than broader society, are inadequate to cater for sustainable leadership. The traditional thinking of an organisation as a machine with metaphors of a leader as driver, mechanic or engineer is parochial and exclusionary to measure the effectiveness of sustainable leadership as this leaves out the broader society and the balancing of outcomes in the triple bottom line. As sustainable leadership is unique, calls for broader and different conceptualisation and metrics to measure the 'triple bottom line of organisational performance in terms of social, environmental and economic outcomes are necessary [7]. Therefore, it is compelling for scholars of leadership to develop new conceptions, theories and practices of sustainable leadership more aligned to the integrative, systemic, holistic and long-term pursuit of sustainable organisation and interconnected society in a volatile, uncertain, complex and ambiguous context.

The review aimed to identify pitfalls and insights into the nature of sustainable leadership frameworks and proposes a new framework for organisational longevity and the sustenance of society and the environment. This review is valuable because it provides a theoretical framework for sustainable leadership and pragmatic guidance for leadership in terms of the critical components that require attention to practice and model effective sustainable leadership in an organisation.

The chapter starts by unravelling the ontology of sustainability and the concept of sustainable leadership. Subsequently, there is a discussion on the multi-level and system perspectives of sustainable leadership before the analysis and presentation of pitfalls and insights delineated from the review of the selected frameworks of sustainable leadership. Lastly, the chapter presents an integrative model of sustainable leadership and the future direction for research and practice.
