This chapter looks at leadership in the transition to, the adoption, the implementation, and ultimate success of the organisation in the sustainable economy. The chapter reflects on the differences between the linear and the circular economy and advances that the leadership requirements for the sustainable economy may be different from the leadership requirements of the linear economy. It further posits that effective leaders in this new economy may require different approaches to ensure a successful transition from the linear to the sustainable economy or when starting a new venture in the circular economy. From the vast and expansive field of leadership, the chapter explored the current leadership discourse and then zoomed in on transformational and eco-leadership. The chapter further looked at leadership and organisational culture with the view to unpack the role of leadership and organisational culture as a potential barrier to the transition to and adoption of a sustainable and circular business model.

Quality postgraduate supervision is key in ensuring that postgraduate programs at institutions of higher learning produce quality graduates and in turn play an appropriate role in building a knowledge economy. In essence, the role of the supervisor is to support the postgraduate student to successfully complete specific tasks in line with the research process. Supervisors adopt a variety of styles to supervise students. Adopting an exploratory research approach the chapter deliberates the supervisor-student dyad through the lens of the situational leadership model.

Governments across many African countries acknowledge that well-managed State-Owned Enterprises (SOEs) lead to economic growth and the upliftment of citizens' welfare and livelihoods. Hence, SOEs require effective leadership to achieve strategic objectives. The chapter aims to examine the relationship between leadership effectiveness and sustainability in SOEs following a literature review approach. This chapter is based on reviews of academic and popular literature utilizing deductive and inductive thinking approaches. The study found that there is a dearth of leadership effectiveness in most SOEs, which has an adverse effect on the operations of SOEs. The transformational, transactional, servant, authentic, adaptive, and situational leadership styles could be adopted in SOEs to ensure sustainability. This is essential to provide meaningful public goods and services that meet the needs of stakeholders.