ABSTRACT
In the face of extreme environmental degradation, environmental leadership has become both more important and more contested. It has too often been considered akin to environmental activism. Thus, this chapter aims to explore the definition of the term, theoretically and empirically, to determine who can be considered as an ‘environmental leader’. Further, it deliberates on the role of social enterprises measured against the Triple Bottom Line concept. It uses interviews with two young social entrepreneurs working in the environmental space, and based out of India and Brazil, to show, using the RBV view of strategy, how environmental leadership and social enterprise come together around social entrepreneurship.
