Love-Based Leadership for Sustainability: Leveraging Love-Based Leadership, Systems Theory & Social Dimensions of Behavioral Economics

Abstract

In this dissertation, I lay the groundwork for the definition, application, measurement, and evolution of a framework for love-based leadership for sustainability (LBLS) in three separate manuscripts. In Manuscript I, I introduce a framework based on the evolution and application of sustainability in business since the early 1980s. I leverage synergies between Clingan’s (2015) pedagogy of love, social dimensions of behavioral economics and LBLS. In Manuscript II, I take a deeper dive into defining the characteristics of love-based leadership to apply it effectively within leadership theories that included transformational, authentic and servant leadership. A survey was conducted and themes that emerged from the results on love-based leadership centered around empathy, human-centered, diplomacy and kindness. I found these themes to differ from the characteristics of transformational, authentic, and servant leadership. Another difference is that love-based leadership seems to be a learned behavior that opens opportunities for it to be taught and spread throughout all levels of an organization and community. In Manuscript III, I present results from the love-based leadership section of the survey; I found that love-based leadership was positively perceived. I conclude that love-based leadership can have a positive impact on respondents’ personal lives, their communities and business. I recommend support for LBLS, including characteristics of communication, diplomacy, empathy, and kindness.