Linking sustainable leadership practices and organisational high performance: a preliminary analysis

Suparak Suriyankietkaew

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review


Which leadership practices drive organisational high performance? Practitioners and academics alike are seeking answers to this question, searching for alternative leadership approaches to generate high performance. One alternative is Sustainable Leadership (SL), which seeks to balance people, profits and the planet over the life of the firm, while simultaneously creating high performance and resilience. Although there has been much research into leadership and organisational performance in the past decades, current understanding of leadership and organisational performance is limited. Previous research also lacked sophisticated statistical methodologies, such as cluster and configuration statistical techniques and analyses, to simultaneously examine multiple variables and identify meaningful patterns that drive organisational high performance and resilience. Several gaps in the literature remain and this paper attempts to addresses major gaps in the field. This paper reviews the existing literature on high-performance in organisations and concludes that 21 of the 23 SL practices are linked to high performance. Specific research propositions and suggestions for future directions are provided.
Original languageEnglish
Title of host publicationProceedings of the 8th International Symposium on Sustainable Leadership, 2013
EditorsBronwyn Hughes, Gayle C. Avery
Place of PublicationPymble, NSW
PublisherInstitute for Sustainable Leadership
Number of pages9
ISBN (Print)9780987461827
Publication statusPublished - 2013
EventInternational Symposium on Sustainable Leadership (8th : 2013) - Nice, France
Duration: 4 Jun 20137 Jun 2013


ConferenceInternational Symposium on Sustainable Leadership (8th : 2013)
CityNice, France


  • leadership
  • sustainable leadership
  • high performance organisations
  • organisational performance


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