Developing Collective Leadership Capacity to Drive Sustainable Practices: Destination Case of Leadership Development in Australia

Abstract

Previous research had already established that sustainable destination outcomes can be realized when stakeholders engage in tourism destination management, yet the state of the needed engagement is still seen as problematic. It is evident that some change is required to enable behavioral change that will awaken a progress. Thus, new knowledge is needed to help advance this important destination management field. The aim of this exploratory case study was to present a new perspective which is underpinned by theories in the leadership and leadership development fields. The case study findings show that tourism-based leadership programs have the capacity to foster development of collective leadership capacity, which is needed to build the effective stakeholder networks that drive change at workplace, tourism destination, and community levels. The study suggests that sustainable development goals and sustained competitive advantage are developed through the bundle of collective leadership capacity and stakeholder causal scope.

Leadership Qualities and Sustainable Competitive Advantage: AnalyzingSmall and Medium-Sized Businesses in Erbil

“…SMBs are affected by economic fluctuations and shifts. They have also become more adaptive to environmental changes (Fang et al, 2022). Numerous economies seek to protect small and medium-sized enterprises by monitoring their transactions and providing them with vital support.…”

BIM leadership theory for organisational BIM transformation

“…There is a limited understanding of how to facilitate BIM leadership capacity in relation to organisational BIM transformation and its contextual complexities. Existing leadership capacity knowledge has only covered frameworks for tourism leadership (Hirudayaraj and Sparkman, 2019;Fang et al, 2022), school leadership (Sentocnik et al, 2018Owen et al, 2020;Sindhvad, 2021;Yue and Feng, 2021), healthcare leadership (Hartviksen et al, 2018), and clinical academic leadership (Westwood et al, 2018). According to Hirudayaraj and Sparkman (2019), leadership capacity prepares leaders for unexpected events as well as the complexities that arise before, during, and after these events.…”

Leadership Roles for Sustainable Development: The Case of a Malaysian Green Hotel

“…However, research on sustainability education has neglected to incorporate entrepreneurial skills into other relevant capabilities such as foresight, complex problem solving, and interdisciplinarity approaches, although possible convergences between sustainability education and entrepreneurship education have been addressed by researchers [1]. Therefore, several ways of leadership, such as transformative, behavior, and/or collective leadership, etc., especially in the hospitality industry, have been observed [2][3][4][5], and these leadership practices required appropriate integration of all aspects related to the hospitality industry to promote green tourism. However, inadequate integration between quantitative methods and community-engaged social sciences and humanities approaches, inadequate engagement with social movements and grassroots activism, as well as some important gaps in the theorization of the commodification of nature are the challenges of sustainability leadership in the hospitality industry [6].…”

“…In other words, sustainability matters to the hotel's key players as the social responsibility investments clearly resulted in the hotel's financial values and performance in the long run whilst bringing benefits to society [4]. Besides, a development of collective leadership to form a network among the stakeholders is needed to be established to make a difference and change in tourism workplaces and destinations [5]. Therefore, green hotels have to increase their resource commitment for the promotion of green creativity amongst their employees.…”