344
A. Oxenswärdh
There is currently no clear definition of what CSR really means and there are
several different approaches. There are indications that there is a correlation between
CSR and the company’s profitability. Several large companies testify to this positive
correlation. At the same time, there are also organizations that primarily exercise
social responsibility for other reasons. In the hotel industry, in recent years, such
entrepreneurs have been highlighted who would like to emphasize the importance
of social engagement, not least in matters of sustainability (Bergman and Klefsjö
2012).
Not all companies currently subscribe to the principles of corporate sustainability,
and it is unlikely that all will, at least not voluntarily. However, a significant number
of companies have made public commitments to environmental protection, social
justice and equity, and economic development. Their number continues to grow.
This trend will be reinforced if shareholders and other stakeholders support and
reward companies that conduct their operations in the spirit of sustainability.
11 Leadership and Responsibility
Because of the sustainable issues have become critical and not at least competitive
issues in the hotels, there had been a need of recognition the vital role of leadership
emphasizing the importance of leadership in developing and implementing sustainability strategies as well as in communicating corporate sustainability with internal
and external stakeholders (Banerjee et al. 2003; Epstein and Buhovac 2014; Metcalf
and Benn 2013).
In leadership literature, responsible leadership has been proposed to improve the
company’s social or environmental performance (Voegtlin et al. 2012). Responsible
leadership has been defined as ‘the art and ability involved in building, cultivating
and sustaining trustful relationships to different stakeholders, both inside and outside
the corporation, and in coordinating responsible action to achieve a meaningful,
commonly shared business vision” (Maak 2007, p. 334). Therefore, environmentally
responsible leadership can be defined as the art or ability to mobilize stakeholders
inside and outside the organization to achieve business goals related to environmental
sustainability (Maak 2007).
Environmentally responsible leadership is, thus, associated with the ability to
engage with internal and external stakeholders. Environmentally responsible leaders
are expected to consider the consequences of their actions for all stakeholders outside
the organization, listen to the interests of their claims, and engage with them in
formulating a strategy (Epstein and Buhovac 2014; Voegtlin et al. 2012). Moreover,
environmentally responsible leaders should be able to convince their employees that
environmental sustainability is an organization’s core value and communicate its
importance, allowing them to recognize such issues as part of their daily practice
and to become more engaged in environmental actions (Banerjee et al. 2003).
A. Oxenswärdh
There is currently no clear definition of what CSR really means and there are
several different approaches. There are indications that there is a correlation between
CSR and the company’s profitability. Several large companies testify to this positive
correlation. At the same time, there are also organizations that primarily exercise
social responsibility for other reasons. In the hotel industry, in recent years, such
entrepreneurs have been highlighted who would like to emphasize the importance
of social engagement, not least in matters of sustainability (Bergman and Klefsjö
2012).
Not all companies currently subscribe to the principles of corporate sustainability,
and it is unlikely that all will, at least not voluntarily. However, a significant number
of companies have made public commitments to environmental protection, social
justice and equity, and economic development. Their number continues to grow.
This trend will be reinforced if shareholders and other stakeholders support and
reward companies that conduct their operations in the spirit of sustainability.
11 Leadership and Responsibility
Because of the sustainable issues have become critical and not at least competitive
issues in the hotels, there had been a need of recognition the vital role of leadership
emphasizing the importance of leadership in developing and implementing sustainability strategies as well as in communicating corporate sustainability with internal
and external stakeholders (Banerjee et al. 2003; Epstein and Buhovac 2014; Metcalf
and Benn 2013).
In leadership literature, responsible leadership has been proposed to improve the
company’s social or environmental performance (Voegtlin et al. 2012). Responsible
leadership has been defined as ‘the art and ability involved in building, cultivating
and sustaining trustful relationships to different stakeholders, both inside and outside
the corporation, and in coordinating responsible action to achieve a meaningful,
commonly shared business vision” (Maak 2007, p. 334). Therefore, environmentally
responsible leadership can be defined as the art or ability to mobilize stakeholders
inside and outside the organization to achieve business goals related to environmental
sustainability (Maak 2007).
Environmentally responsible leadership is, thus, associated with the ability to
engage with internal and external stakeholders. Environmentally responsible leaders
are expected to consider the consequences of their actions for all stakeholders outside
the organization, listen to the interests of their claims, and engage with them in
formulating a strategy (Epstein and Buhovac 2014; Voegtlin et al. 2012). Moreover,
environmentally responsible leaders should be able to convince their employees that
environmental sustainability is an organization’s core value and communicate its
importance, allowing them to recognize such issues as part of their daily practice
and to become more engaged in environmental actions (Banerjee et al. 2003).