**3. The need for leaders who are sustainable**

The COVID-19 pandemic posed real challenges for leaders [14], and continuing to practice good leadership was difficult. In a systematic review of how universities addressed sustainability during COVID-19 [5], we identified a reprioritization of attainment of the United Nations Sustainable Development Goals for fixing risks to continuity of education during lockdowns. As we transition out of a global pandemic, there is a real need to reflect on how leaders have addressed the crisis [15], and indeed where futureproofing and leadership development is needed. There are numerous chapters in this study that speak to the opportunities that educational leaders have to be, and do, good.

Beyond the educational context there are important conversations building regarding sustainable leaders. In one study [16], scholars adapted an existing authentic leadership tool to be more targeted toward environmental sustainability termed "green authentic leadership." More recently, the leadership literature has begun to understand how leaders influence corporate sustainability. In some work, the use of environmental, social, and governance (ESG) metrics and disclosures are being used in conjunction to leadership theories [17–19]. In this book, I encouraged leadership scholars to consider how leaders can be, and do, good as they respond to the environmental, social, and governance challenges that the front-end of the twenty-first century is posing.
