Nineteen “Rhineland” leadership practices are contrasted with less sustainable “Anglo/US” leadership practices. Key differentiators are identified to show how a well-performing Rhineland enterprise can be destroyed by implementing Anglo/US practices.

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This paper shows how differences in the accountability literature regarding control/self-control, sanctions/rewards and level of accountability can be better understood by examining them against the prevailing leadership paradigm.

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This paper argues that sustainability is created in organisations when leadership, corporate strategies, and culture reinforce each other for the long-term to benefit multiple stakeholders, going beyond merely being green.

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Reflection is hypothesised to underpin building a capacity for sustainability and longevity within organisations by allowing members to question underlying values.

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This paper uses each of Kotter's eight steps to demonstrate how change towards more sustainable practices could be introduced into business organisations.

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