Leadership Strategies for Embedding Sustainability and Resilience in Organizations with an Emphasis on Sustainable Energy

Embedding sustainability in an organization is often linked to effective leadership. By design, changes in leadership within the organization may lead to changes in commitment or perceived importance of sustainability in organizations.  While some leaders in organizations are interested in embedding sustainability within an organizational structure, other leaders believe in putting their own stamp on sustainability efforts. Using a mixed methodology approach to interviews and literature review, to confirm or dispel the underscored notion of the importance of leadership play in embedding sustainability within city organization. The research inquiry includes in-person interviews with top city staff and elected officials in a large Midwestern city, and a review of the internal documents and reports from the past 5 years, to examine the role that elected and appointed officials have in embedding sustainability within cities, and whether a change in leadership may have an impact on continuity of sustainability implementation and long term viability of such policies. The paper focuses on the implementation of sustainable energy policies within a municipal organizational structure as a mean of constructing a better understanding of leadership on sustainability implementation and embedment.  While the further inquiry is needed, the research points out that an active partnership between city managers, administrators, and elected officials must be in place to support integrating sustainability from within and that sustainability thrives where exhaustive leadership support such initiatives and efforts.