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Sustainable Business Models pp 227–258Cite as

Sustainable Business Models Through Servant Leadership: Theory and Praxis

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Part of the book series: CSR, Sustainability, Ethics & Governance ((CSEG))

Abstract

Sustainable business models (SBMs) archetypes have been introduced to develop a common language that can be used to accelerate the development of SBMs in research and practice. The way in which SBMs are triggered by managers or entrepreneurs who act as leader of an organization has not yet been deeply investigated. Accordingly, the works aims to inquire the role of entrepreneurial and managerial leadership style—with a particular focus on servant leadership—in influencing the strategies, the organizational culture and the stakeholders engagement of companies, orienting them toward sustainable business models. After having traced the theoretical background, the empirical research in this chapter helps to shed light on corporate sustainability management and sustainable innovation in daily business and to inquire the extent to which servant leadership allows SBMs implementation. The cases-studies are relative to two Italian large-sized companies (Brunello Cucinelli Spa and Geico Spa) belonging to different sectors and geographical areas, led by managers and entrepreneurs with common traits in their servant leadership styles and characterized by the implementation of distinctive sustainable business models. Findings emphasize the role of the values and ethical-based conducts of the managers/entrepreneurs in forging the sustainable and servant leadership model and affecting the SBMs adopted by the companies .

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Notes

  1. 1.

    Individual competences have been defined as a complex set of performance-oriented knowledge elements, skills, and attitudes needed to achieve specific objectives (Mulder 2014).

  2. 2.

    The components of action competence include: knowledge and insight; concerns knowledge about the problem of sustainability and the ability to think critically about its possible solution; commitment relates to the motivation and drive to engage oneself in the solution of sustainability problems; visions concerns the ability to conceptualize the future state of the world or the good life one wants to pursue; action experiences finally stresses the importance of actual involvement in concrete sustainable actions (Jensen and Schnack 2006).

  3. 3.

    Virtue concerns the disposition of a person to do the right thing and virtue in combination with practical wisdom is the ability to actually do this right thing in a given situation (Aristotle 1990).

  4. 4.

    Drawing from the Annual Report 2015 (Taikisha Ltd. and its Consolidated Subsidiaries, as of March 31, 2014 and 2015; April 2014–March 2015) the company has total liabilities and net assets of US$1,565,511 (Thousands of US dollars), Net sales of completed construction contracts US$1,526,969; Net income: 50,592; Sales: ¥183,648 million (consolidated: year ended March 2015) and a number of employees: 4795; Research & Development costs of approximately 6 million euros were recorded in 2013 alone.

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Authors and Affiliations

  1. University of Urbino Carlo Bo, Urbino, Italy

    Mara Del Baldo

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  1. Mara Del Baldo
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  1. Antwerp Management School, Antwerp, Belgium

    Lars Moratis

  2. NHTV Breda University of Applied Science, Breda, The Netherlands

    Frans Melissen

  3. Guildhall Faculty of Business and Law, London Metropolitan University, London, United Kingdom

    Samuel O. Idowu

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Del Baldo, M. (2018). Sustainable Business Models Through Servant Leadership: Theory and Praxis. In: Moratis, L., Melissen, F., Idowu, S. (eds) Sustainable Business Models. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-73503-0_11

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