International Journal on Leadership

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Sustainable Patterns Emerging from Leadership and Organisational Modeling


Affiliations
1 ULAB School of Business, University of Liberal Arts Bangladesh (ULAB), Dhaka, Bangladesh
2 School of Public Affairs, University of Science and Technology of China (USTC), Hefei, China
     

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Contributing to advance the discourse of organisational research, literature and sciences, the present study critically maps out the contemporary organisational models (2010-2015) on social sustainability for organisational stakeholders. Under the systematic literature review, research design is based on the SALSA framework. The type of data and analysis of this study are qualitative with high level of inductivity followed by systematic approaches of literature search, creation of literature base comprising of 70 articles thematically, and thus analysing the major 14 models argued by the researchers from critical realist viewpoints revealing important sustainable patterns of the models critically. Undergoing the analysis and synthesis, these organisational models (following model dissections) fit together as per revealed modeling patterns and alignments, of which two major alignments of “relational-group-transformational” and “open-system-RBV-organic” respectively form the leadership (behaviour, scope, focus) and organisation (structure, resources, design) oriented modeling scenario for organisational stakeholders on sustainable management.

Keywords

Leadership, Modeling, Organisation, Organisational Literatures, Organisational Models, Organisational Stakeholders, Social Sustainability, Sustainable Management.
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  • Sustainable Patterns Emerging from Leadership and Organisational Modeling

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Authors

I. U. Karim
ULAB School of Business, University of Liberal Arts Bangladesh (ULAB), Dhaka, Bangladesh
M. M. Rahman
School of Public Affairs, University of Science and Technology of China (USTC), Hefei, China

Abstract


Contributing to advance the discourse of organisational research, literature and sciences, the present study critically maps out the contemporary organisational models (2010-2015) on social sustainability for organisational stakeholders. Under the systematic literature review, research design is based on the SALSA framework. The type of data and analysis of this study are qualitative with high level of inductivity followed by systematic approaches of literature search, creation of literature base comprising of 70 articles thematically, and thus analysing the major 14 models argued by the researchers from critical realist viewpoints revealing important sustainable patterns of the models critically. Undergoing the analysis and synthesis, these organisational models (following model dissections) fit together as per revealed modeling patterns and alignments, of which two major alignments of “relational-group-transformational” and “open-system-RBV-organic” respectively form the leadership (behaviour, scope, focus) and organisation (structure, resources, design) oriented modeling scenario for organisational stakeholders on sustainable management.

Keywords


Leadership, Modeling, Organisation, Organisational Literatures, Organisational Models, Organisational Stakeholders, Social Sustainability, Sustainable Management.

References