ABSTRACT
For those who care about environmental issues, it can be deeply frustrating to observe leadership processes resulting in decisions that ignore the environment. It often seems as though the environmental perspective is completely absent, and the result is a constant stream of decisions and policies that undermine society’s sustainability. Historically, it has been easy for leaders in positions of authority to reject or ignore the need to focus on sustainability. One reason is that traditional theories of leadership (and resulting practice) are based mainly upon the industrial paradigm emphasizing the preeminence of positional leaders and the machinelike qualities of organizations (e.g., Zaccaro, 2001). These theories focus on “positional leaders” (presidents, members of congress, CEOs, directors, executives, managers, military offi cers, chairpersons, etc.), and according to this theoretical perspective, positional leaders are directly responsible for organizational success and adaptation. This represents an industrial approach to leadership. With this emphasis, it is easy for leaders in positions of authority to reject or ignore the advice and counsel of organizational experts, including those who represent the perspective that organizations need to focus on sustainability.
