Green Transformational Leadership and Organizational Behavior Effectiveness

Green transformational leadership has been identified as the most effective leadership style where the leader seeks to change the status quo by transforming the organization and also considers achieving environmental goals and inspiring followers to perform beyond expected levels of environmental performance. Drawing insights from the literature on transformational leadership, this chapter examines the influence of green transformational leadership on organizational behavior effectiveness and environmental sustainability. This chapter submits that organizations should be moving towards green innovation by formulating policies and embarking on strategies to meet customers' demands and satisfy environmental needs in the marketplace. Therefore, organizations should consider going green in all they do as this will also have a tremendous influence on the employees' green self-efficacy and impact on the society at large. The chapter concludes that organizational behavior effectiveness in recent times requires responsible business practices or solutions from those in leadership.

Examining the Role of Green Transformational Leadership on Promoting Green Organizational Behavior

This chapter examines the role of green transformational leadership on promoting green organizational behavior. Green transformational leadership has been found to be influencing green organizational behavior. The study uses content analysis and website analysis. Nedbank is used in the chapter as an archetype of an organization with a green transformational leadership which has influenced green organizational behavior. Four characteristics of green transformational leadership namely idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration were used. The leadership engages its customer and rewards them for green behavior which is important for intellectual stimulation and motivating their employees. The study contributes to the body of knowledge on green transformational behavior by confirming the relationship. The chapter recommends that more trainings and educational awareness on green values be provided to the management so that ultimately this are emulated and practiced by their employees.

Global Psychological Capital and Sustainable Competitive Advantage

The ability to envision future business opportunities, make adequate preparations, take decisive decisions, and influence other stakeholders towards attainment of set objectives is essential for those in leadership positions. This chapter examines the relationship between global psychological capital and business sustainability. A literature review was conducted on the link between global psychological capital and business sustainability. This study revealed that global psychological capital and firm's innovation are important factors determining the position of a corporation in any industry. An update of global mindsets and positive psychological states of those in management positions will determine the ability to lead workforce creativity and drive firm innovation, thereby culminating into sustainable competitive advantage.

Dynamics of Human Resource Strategies and Cultural Orientations in Multinational Corporations

The search for new market opportunities in order to expand operations has been on the increase globally, and organizations are progressively pouring their resources into these expansions probably because of the huge turnover and return on investment derived from new market explorations. Multinational corporations (MNCs) that seek the market expansions in other developing countries transfer specific advantages and benefits to the emerging markets in order to operate effectively. The MNCs are required by law to comply with the legal obligations, local regulations, and cultural adaptations in the bid to transfer specific advantages. The situation becomes more complex because of the different cultures in different countries. New strategies are introduced to resolve the new challenges that each new market entrance offers. These strategies pose tremendous risk to expanding markets and their operations, especially to developing markets. Recommendations are suggested to HRM practitioners and scholars, and issues are considers for future research.

Examining the Evolution of Creating Sustainable Leadership

Evolution is inevitable. In examining leadership theories over several decades, the evolution of leadership principles in terms of definition and application help shape the business industry on a domestic and global scale. Throughout the continued evolutionary period, the concept of leadership continues to encounter challenges from its practical use within organizational environments, thus presenting continuous opportunities for additional research. Such evolution is apparent in business model transitions addressing sustainability. This chapter examines the concepts of sustainability and proposed future directions calling for increased educational opportunities as the term “sustainability” grows within the business lexicon. Such educational opportunities include trainings, educational courses, and programs focused on developing collaborative relationships within the team. Developing sustainable business models are important during transformational leadership.

Monitoring and Evaluation Leadership Through Technology

Globally, governments are investing considerably in technology in the public sector. This intense investment in the use of technology is primarily aimed at enhancing public sector effectiveness and efficiency in delivering public goods and services. South Africa is fast-tracking the assimilation of technology in its service delivery mechanisms. However, despite the enormous investment, delivery of basic services is still dissatisfactory. Certainly, monitoring and evaluation use of technology has not also improved results as expected due to a range of challenges, ranging from varying digital literacy capacities of public servants tasked with monitoring and evaluation responsibilities, uncoordinated data flow from the various government units, as well as uneven application government policy where the use of technology for monitoring and evaluation is concerned. The chapter argues that there is a need for the government to revisit its strategy concerning the use of technology in the public sector and specifically in monitoring and evaluation.

Global Leadership Competencies and Orientations

This chapter focuses on global leadership competencies and orientations with specific reference to theory, practice, and future implications. A critical analysis of existing studies on global leadership competencies and orientations indicated that several global leadership competencies exist such as global business expertise, global organizing expertise, and visioning while global leadership orientation/mindset has been identified as an influencing factor in the learning and application of global leadership competencies by global leaders which often leads to effective global leadership. In determining the role of goal orientation in global leadership competencies, evidence from previous studies revealed that goal orientation inputs such as team learning orientation and team performance orientation contributes positively to collective global leadership effectiveness. Finally, the barriers to global leadership competencies and orientations were identified and solutions were proffered to limit the negative effects on global leadership effectiveness in business environments.

Global Business Environment

As globalization continues to be a reality around the world, the rules and context of business activity have been affected. Globalization increases the complexity of businesses and drives managers to be globally oriented. With globalization, people from various cultural backgrounds get together virtually and interact. National boundaries of countries are becoming less relevant. More significantly, the impact of technology and particularly information and communication technology (ITC), is the other characteristic aspect of the 21st century. ITC is essential in today's business and modern globalization as business partners are constantly in communication around the globe. This chapter discusses the effect of globalization and the global business environment as it is shaped by various economic and politic-economic blocks around the world.

Integrating Multiculturalism in the Design and Implementation of Work-Life Balance Strategies

Globalization has affected the outlook of contemporary workforce through migration by introducing multiculturalism. Customary work-life balance strategies (WLBS) are not adequate in addressing work-family challenges faced by employees in the 21st century. This chapter furthers literature on the integration of multiculturalism in the design and implementation of WLBS to address the needs of employees in multinational corporations. A concise review of previous studies on multiculturalism and work-life balance was carried out. This chapter submits that WLBS do not address the issues of multiculturalism in managing each group challenges in accordance with their cultural backgrounds; therefore, most of these WLBS are not achieving the objectives for which they were adopted. The review of literature also noted the existence of traditional WLBS and emerging non-traditional interventions. The managerial implication of this chapter hinges on adoption of pragmatic strategies to address multiculturalism in the design and implementation of WLBS.

Institutionalizing Social Responsibility Through Workplace Green Behavior

Corporate social responsibility in the last six decades has been construed as a compensation for environmental pollution. Such compensation in most cases cannot replace the damages done to the natural environment by many companies. The academic discourse in promoting responsible business practices and environmental sustainability remains one of the focal point of reference in the 21st century. The need to challenge the status quo through collective green initiatives and eco-innovation is an effort mitigating against environmental dilapidation. This chapter provides insights on institutionalizing workplace green behavior as a way of minimizing industrial pollution, rather than compensating for environmental pollution. This chapter adopted a literature review approach on corporate social responsibility (CSR), workplace green behavior, and environmental management. Therefore, workplace green behavior should be institutionalized at individual, team, and organizational levels by business leaders. There is need for a perfect fit between HR strategies and green management initiative.