The 4th industrial revolution has bewildered business leaders and entrepreneurs. Threats to profitability from increasing competition from new technologies and the constant need for sustainable policies have confronted business leaders in a pincer movement and caused indecision on how to approach the profits with purpose dilemma, sometimes with toxic corporate leadership responses. The chapter has three parts. Part 1 deals with aspects of toxic leadership in established large-scale 'macro' organizations Part 2 discusses smaller ‘micro' organizations which are not yet fully established and focuses on toxic l leadership in small scale entrepreneurial organizations. Part 3 develops an exploratory model of 'balanced leadership' which theoretically maps out 'profits/purpose' organizational leadership mixes and indicates the requirement of balance between these two elements for long-term sustainability. The importance of SHRM and HRM in strategically aligning leadership towards a balanced 'profits with purpose' approach is highlighted.
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Front Matter
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Part 1: DEFINING A SUSTAINABILITY-DRIVEN BUSINESS STRATEGY
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Part 2: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN MARKETING
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Part 3: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN INNOVATION AND ENTREPRENEURSHIP
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Part 4: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN OPERATIONS AND INFORMATION SYSTEMS
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Part 5: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN FINANCE AND ACCOUNTING
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Part 6: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES IN HUMAN RESOURCES
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Part 7: SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES ACROSS FUNCTIONAL AREAS IN AN ORGANIZATION
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Part 8: CASE STUDIES ON SUSTAINABILITY-DRIVEN BUSINESS STRATEGIES
