Discourse As A Method To Study Leadership Has Proven To Be A

Discourse As A Method To Study Leadership Has Proven To Be a Viable To

Discourse as a method to study leadership has proven to be a viable tool. Western (2013) suggested that Eco-leadership is a discourse of “new leadership for new time.” You are an organization development and leadership consultant who has been hired to work with the CEO of FASTPACE. FASTPACE is a global corporation with operations in China, Mexico, and Germany. English is the business language used at the company. FASTPACE is in the highly competitive technology industry.

The CEO has long held the belief that an organization needs some kind of “glue” to hold it together if it is to survive over time. The CEO recently read Western’s (2013) work on Eco-Leadership and wants to know more. You and the CEO agree that the two of you will explore the Eco-leadership concepts within the context of FASTPACE’s history, current status, and vision before opening up discussions with the rest of the leadership team. You and the CEO agree that Western’s (2013) suggested reflection points are an excellent way to open dialogue. Those points include: What does it mean that organizations are ecosystems within ecosystems? What are the advantages of distributing leadership throughout an organization? Reflect on how Eco-leadership works internally to support organizational change and, at the same time, looks outward, taking an environmental and social stance. These two positions are traditionally separated but reflect on how these two activities are complementary and connected (Western, 2013, p. 280).

The CEO is traveling internationally for the next month and wants to keep things moving, so you suggested a slide presentation with voice-over* might work across time and geographic barriers. Your job is to develop and store the presentation in the company’s “share drive” so the CEO can access it from any location or any time. You have one week to complete the presentation.

Requirements:

- 10 to 12 slides—not including the title slide and references

- Include voice-over (or slide notes if voice-over is not possible)

- Font no smaller than 24 pt.

- Develop slide titles that tell a story, with a clear storyline from beginning to end

- Use phrases rather than complete sentences on slides

- Lists require parallel form (e.g., ending in ing or ed)

- Format the entire presentation according to APA style

- Include citations at the bottom of each slide

- Cite two (2) specific examples of international companies exemplifying components of eco-Leadership to establish credibility

Paper For Above instruction

Introduction to Eco-Leadership and Organizational Ecosystems

Eco-leadership represents a progressive approach to leadership that emphasizes sustainable, environmentally responsible, and socially conscious practices within organizational contexts (Western, 2013). Western posits that modern organizations function as ecosystems—complex, interconnected networks of internal and external elements—necessitating leadership models that are adaptable, distributive, and environmentally attuned. Recognizing organizations as ecosystems within larger ecosystems underscores the importance of interconnectedness, resilience, and adaptability in navigating contemporary challenges (Western, 2013). In practice, eco-leadership advocates for a shift from traditional hierarchical models toward distributed leadership, fostering shared responsibility and collective action. This perspective aligns with the ethos of organizations operating as living systems, which are more resilient and adaptive in dynamic global environments.

The Concept of Distributed Leadership and Its Benefits

Distributed leadership disperses authority and decision-making across various levels and individuals within an organization, promoting agility, innovation, and engagement (Gronn, 2009). This approach facilitates rapid responses to environmental and market changes, empowering employees at all levels to contribute ideas and implement solutions. For FASTPACE, adopting a distributed leadership model can enhance responsiveness to technological advancements and market dynamics, thereby strengthening competitive positioning. Additionally, distributed leadership fosters a sense of ownership and accountability, which is vital for organizational cohesion and resilience. International corporations such as Unilever and Siemens exemplify distributed leadership’s effectiveness; Unilever’s sustainable living plan involves employees worldwide in environmental initiatives, while Siemens decentralizes decision-making to enhance innovation and local responsiveness (Unilever, 2020; Siemens, 2021).

Supporting Organizational Change Through Eco-Leadership

Eco-leadership internally supports organizational change by encouraging adaptive, resilient practices that integrate sustainability into business operations. Leaders act as facilitators of change, promoting openness, collaboration, and continuous learning among teams (Western, 2013). Internal alignment around sustainability goals fosters a shared purpose, motivating employees to participate actively in change initiatives. Externally, eco-leadership guides organizations toward social responsibility and environmental stewardship, strengthening stakeholder trust and brand reputation. Companies like Patagonia exemplify this approach; their internal culture of environmental responsibility influences external social activism and sustainable product development (Patagonia, 2020). Such integration demonstrates how internal adaptability and external responsibility mutually reinforce each other, creating a resilient and purpose-driven organization.

Inner-Outer Balance: Supporting Change and Environmental Responsibility

Traditionally, internal organizational change and external environmental and social responsibility are viewed separately. Eco-leadership challenges this separation by advocating for a synergistic relationship. Internally, fostering a culture of sustainability encourages innovation, employee engagement, and adaptive capacity. Externally, demonstrating environmental and social responsibility builds trust and competitive advantage (Western, 2013). For example, Danone’s integrated approach aligns internal sustainability practices with external social commitments, resulting in enhanced stakeholder loyalty and market differentiation (Danone, 2021). This balance supports a holistic view where organizations evolve internally while actively contributing to societal and planetary well-being, thus securing long-term viability.

Implications for International Organizations

International organizations, like FASTPACE, face complex challenges that require innovative leadership approaches rooted in eco-conceptual frameworks. Implementing eco-leadership facilitates cross-cultural collaboration, responsiveness, and collective responsibility across diverse markets. By fostering a culture of ecological mindfulness and social responsibility, companies can adapt more effectively to local and global sustainability standards. Additionally, exemplars like Tata Group in India and Samsung in South Korea demonstrate how embedding eco-leadership principles enhances corporate responsibility and global competitiveness (Tata Group, 2020; Samsung, 2021). These companies illustrate that integrating sustainability and distributed leadership across borders can lead to improved innovation, stakeholder engagement, and resilience in volatile environments.

Practical Recommendations for FASTPACE

For FASTPACE to leverage eco-leadership effectively, it should:

- Cultivate leadership at all levels through training and empowerment

- Embed sustainability into corporate strategy and daily practices

- Foster internal and external stakeholder collaboration

- Develop internal systems to support ongoing learning and adaptation

- Recognize and leverage cultural diversity as a strength for sustainable innovation

Implementing these strategies will support the organization’s evolution into a resilient, environmentally responsible, and innovative enterprise aligned with eco-leadership principles.

Conclusion

Adopting eco-leadership as a discourse offers a compelling pathway for FASTPACE to thrive in a competitive, global environment. By understanding organizations as ecosystems within ecosystems, fostering distributed leadership, supporting internal change, and balancing internal and external responsibilities, FASTPACE can strengthen resilience, innovation, and social responsibility. Drawing on international exemplars underscores the practicality and importance of these principles. Leaders who embrace eco-leadership will better navigate complexities while contributing positively to societal and environmental sustainability, ensuring long-term success and relevance in the technology industry.

References

Danone. (2021). Sustainability report 2021. https://www.danone.com/sustainability

Gronn, P. (2009). The developing field of distributed leadership. Leadership, 5(3), 239-250.

Patagonia. (2020). Environmental & social responsibility. https://www.patagonia.com/environmental & social responsibility/

Samsung. (2021). Sustainability report 2021. https://www.samsung.com/global/sustainability/

Siemens. (2021). Sustainability report 2021. https://new.siemens.com/global/en/company/sustainability.html

Tata Group. (2020). Sustainability report 2020. https://www.tata.com/sustainability

Unilever. (2020). Sustainable living report 2020. https://www.unilever.com/sustainable-living/

Western, S. (2013). Eco-leadership: Toward a sustainable future. Journal of Leadership Studies, 7(4), 278-283.