SUSTAINABLE LEADERSHIP: HONEYBEE PRACTICES AT A THAI SHIPPING INDUSTRY

Abstract

This paper adopts Avery and Bergsteiner’s 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of a Thai shipping industry. Avery and Bergsteiner’s principles were grouped into six categories for analysis: long-term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior, providing the framework for analysis of the shipping industry. Using a case study approach, multi-data collection methods included non-participant observation during visit the Thai shipping industry. In-depth interviews were held with multi stakeholders and reference to documentation and information supplied by, or published about the Thai shipping industry. Evidence was found for compliance with 21 of Avery and Bergsteiner’s 23 sustainable leadership elements, but to various degrees. A total of 14 applied strongly evident, with six others moderately evident. The paper concludes that Avery and Bergsteiner’s 23 sustainable leadership practices provide a useful framework applicable to Thai shipping industry to evaluate their corporate sustainability. Thai shipping industry and possibly in other Asian countries that wish to sustain their organization success could adopt Avery and Bergsteiner’s 23 sustainable leadership grid elements to investigate their leadership practices, and adjust them to become more sustainable. KEY WORDS: SHIPPING INDUSTRY / CORPORATE SUSTAINABILITY / HONEYBEE LEADERSHIP / SUSTAINABLE LEADERSHIP / THAILAND