The Impacts of Sustainable Leadership on the Organizational Culture: Systematic Literature Review and Conceptual Model
DOI:
https://doi.org/10.5281/zenodo.13208886Keywords:
sustainability, sustainable leadership, Quinn model, organizational cultureAbstract
Sustainable leadership is a new emerging concept that individuals are not able to identify comprehensively. This paper aims to identify the characteristics of sustainable leadership and how sustainable leadership can affect the company’s organizational culture. A systematic review study including 49 articles is conducted using Khan et al (2003)’s study route. PRISMA method was applied during the inclusion and exclusion process of the articles. The Quinn Model: Competing Values Model is used in this study to make sense of why and how organizations are effective. The Quinn model components which are internal vs. external orientation, flexibility vs. control as well as the four emerging types of culture called clan culture, adhocracy culture, market culture, and hierarchy culture are discussed based on sustainable leadership and sustainable organizational culture. Finally, a conceptual model is proposed to understand how qualities of sustainable leadership lead to qualities of a sustainable organization, as well as outlining possible moderating and mediating variables that influence the connection.
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