Abstract
Existing studies that point to the various influences of sustainability leaders on individuals, organizations, and external stakeholders remain fragmented. Using Bronfenbrenner’s Ecological Systems Theory, this study aimed for a deep examination of leaders’ experiences as they built layers of influence through their sustainability initiatives and efforts. The study employed a reflexive qualitative approach in gathering and analyzing data from semi-structured interviews with five sustainability managers working in listed fast-moving consumer goods companies. The results suggested evident patterns of sustainability-promoting actions among the leaders that reflect alignment with environmental, social, and governance (ESG) standards. Strategies toward effective leadership influence include grounding sustainability efforts in individual contexts, integrating sustainability into corporate culture, and leveraging stakeholders’ engagement through partnership. The findings of the study can be used as an anchor in developing sustainability leadership, shedding light on adopting a multilevel-multisystem perspective.
Recommended Citation
Apid, Alwen Jose and Teng-Calleja, Mendiola
(2025)
"Multilevel Influence of Sustainability Leaders in Business Systems,"
Journal of Management for Global Sustainability: Vol. 13:
Iss.
2, Article 2.
DOI: https://doi.org/10.13185/2244-6893.1290
Available at:
https://archium.ateneo.edu/jmgs/vol13/iss2/2
