THE IMPACT OF SUSTAINABLE LEADERSHIP ON SUSTAINABLE PERFORMANCE: A STUDY OF CONSTRUCTION

INDUSTRY OF UK.
 Abstract
This dissertation was aimed to examine the “impact of sustainable leadership on sustainable
performance in the construction industry of United Kingdom”. The sustainable leadership style
in the organisations emerged as effective leadership style to counter the sustainable challenges
in construction firms. Sustainable leadership ensures the organisation long term vision and
impact positively on society and environment. The integration of environmental, economic and
social factors into the building practices accounts for sustainable performance of organisation.
In order to measure the impact of sustainable leadership on sustainable performance, data
were collected from the 50 employees of construction firms through probability sampling
technique. The quantitative method and cross-sectional research design was followed. The
findings indicated that sustainable leadership have a positive and significant impact on
sustainable performance of the organisation. Additionally, sustainable leadership explained
36.7% variation in sustainable performance. These findings have several implications for the
industry leaders, policymakers and academics to embrace sustainable leadership practices in
the organisation in order to solve environmental challenges and foster innovation. The study
has certain limitations which include the smaller sample size, cross-sectional data and
geographic focus. The future researcher could be benefitted by increasing sample size and
adopting qualitative method in order to get in-depth analysis of sustainable leadership and
sustainable performance in the construction industry.

Keywords: Sustainable Leadership, Sustainable performance

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 Table of Contents
Chapter 1: Introduction:..............................................................................................................................5
1.1 Background of the Study:............................................................................................................5
1.2 Problem Statement:.....................................................................................................................6
1.3 Objectives of study:.....................................................................................................................6
1.4 Research Questions:....................................................................................................................7
1.5 Scope of the Study:......................................................................................................................7
1.6 Research Rationale:.....................................................................................................................8
1.7 Structure of Dissertation:.............................................................................................................9
2 Chapter 2: Literature Review.............................................................................................................11
2.1 Sustainable Leadership:.............................................................................................................11
2.1.1 Evolution of Sustainable Leadership..................................................................................11
2.1.2 Theory and Models of Sustainable Leadership..................................................................12
2.2 Sustainable Performance...........................................................................................................12
2.2.1 Relationship Between Sustainable Performance and Organizational Success...................13
2.2.2 Sustainable performance metrics and indicators...............................................................13
2.3 Sustainable Leadership in the Construction Industry.................................................................14
2.3.1 Overview of the Construction Industry in the UK..............................................................14
2.3.2 Specific Characteristics of Sustainable Leadership in the Construction Sector..................14
2.4 Impact of Sustainable Leadership on Sustainable Performance................................................15
2.4.1 Theoretical Perspectives on the Impact of Leadership on Performance............................15
2.4.2 Critical Evaluation of Sustainable Leadership and Performance........................................15
2.4.3 Specific Impacts Observed in the Construction Industry....................................................16
2.5 Challenges Associated with Sustainable Leadership in the Construction Industry....................17
2.5.1 Barriers Specific to the Construction Industry in the UK....................................................17
2.6 Conceptual Framework:.............................................................................................................19
2.7 Summary:...................................................................................................................................20
3 Chapter 3: Methodology....................................................................................................................21
3.1 Research Design:........................................................................................................................21
3.1.1 Research Philosophy:.........................................................................................................22
3.1.2 Research Approach:...........................................................................................................22
3.1.3 Research Strategy:.............................................................................................................23

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 3.1.4 Research method:..............................................................................................................23
3.1.5 Time Horizon:.....................................................................................................................23
3.1.6 Data Collection Techniques:...............................................................................................24
3.1.7 Data Analysis:.....................................................................................................................24
3.2 Population and Sample:.............................................................................................................24
3.3 Unit of Analysis:.........................................................................................................................24
3.4 Research Ethics:.........................................................................................................................25
3.5 Summary:...................................................................................................................................26
4 Chapter 4: Findings and Results.........................................................................................................27
4.1 Demographics Information:.......................................................................................................27
4.2 Descriptive Statistics:.................................................................................................................28
4.3 Reliability Analysis:....................................................................................................................29
4.4 Correlation Analysis:..................................................................................................................30
4.5 Regression Analysis:...................................................................................................................31
4.6 Summary:...................................................................................................................................32
5 Chapter 5: Discussion and Conclusion...............................................................................................33
5.1 Discussion:.................................................................................................................................33
5.1.1 Sustainable Leadership and Performance..........................................................................33
5.2 Conclusion:................................................................................................................................35
5.3 Limitations of Study:..................................................................................................................36
5.4 Practical Implications:................................................................................................................37
5.5 Future research suggestions......................................................................................................38
References.................................................................................................................................................40

List of Tables
Table 1: Gender Statistics............................................................................................................ 24
Table 2: Age Statistics.................................................................................................................. 25
Table 3: Occupation Statistics......................................................................................................25
Table 4: Work Experience Statistics.............................................................................................25
Table 5: Descriptive Statistics...................................................................................................... 26
Table 6: Reliability Analysis..........................................................................................................27

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Table 7: Correlation Analysis....................................................................................................... 27
Table 8: Regression Analysis........................................................................................................28

List of Figures
Figure 1: Research Onion..........................................................................................................................21

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 Chapter 1: Introduction:

1.1 Background of the Study:

The construction industry drives global economic growth, infrastructural development, and
employment. The UK construction sector accounts for 6% of GDP and employs 2.3 million
people (Office for National Statistics, 2020). The industry is notorious for its environmental
impact, with substantial contributions to carbon emissions, consumption of resources, and
waste. Addressing these concerns, sustainable leadership has developed as a key idea,
integrating environmental, social, and economic factors into the building practices for
sustainable performance.

Sustainable leadership in the construction industry ensures not only the company's long-term
existence but also impact positively on society and the environment (Waqar et al, 2024). The
UK construction industry is being investigated to determine how sustainable leadership affects
sustainable performance of organizations. Sustainable performance encompasses the ability of
organization to achieve financial success while reducing its environmental impact and fostering
social well-being (Enshassi et al, 2016).

Real world evidence shows an increasing focus on sustainability in the UK construction sector.
The UK Green Building Council (UKGBC) and Construction Industry Training Board (CITB) report
many sustainable practices initiatives. The UK's goal of net-zero carbon emissions by 2050 has
driven green building standards and energy-efficient technologies in construction projects
(UKGBC, 2021). Leading construction businesses like Balfour Beatty and Skanska have
integrated sustainability into their fundamental strategy, citing significant reductions in carbon
emissions and waste generation in their yearly sustainability reports (Balfour Beatty, 2022;
Skanska, 2022).

Academic research has extensively investigated the connection between sustainable leadership
and organizational effectiveness. Sustainable leadership approaches like ethical decision-
making, stakeholder participation, and long-term vision positively impact performance (Avery &

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Bergsteiner, 2011). Sustainable leadership has been associated to improved project outcomes,
reputation, and competitiveness in the construction industry (Mahat et al, 2019). Sustainable
leadership improves financial performance which is achieved through cost reduction from
resource efficiency, brand image improves market share, and enhanced employee productivity
and retention (Eccles et al., 2014).

Despite the substantial body of research, it is still necessary to explore the precise mechanisms
by which sustainable leadership affects construction industry performance in the UK. Studies
generally focus on broad theoretical frameworks without industry dynamics or practitioner
insights. This study addresses this gap by evaluating the direct and indirect linkages between
sustainable leadership and performance in the UK construction sector, taking into account its
particular challenges and prospective.

Understanding how sustainable leadership affects performance is important for many reasons.
In a sustainability-driven market, it can boost construction enterprises' competitiveness and
resilience. Second, it helps meet national and global environmental goals including the UK's net-
zero ambition and the UN Sustainable Development Goals (SDGs). Lastly, it encourages holistic
leadership that balances economic, environmental, and social concerns to ensure industry
sustainability.

1.2 Problem Statement:

Due to high energy utilization, intricate supply chains, and regulatory pressures, the
construction industry has to study how sustainable leadership may address these challenges.
Without such insights, the industry may fail to reach national and global sustainability
standards, incurring economic, environmental, and societal repercussions.

This study investigates how sustainable leadership affects UK construction industry

performance to solve these critical issues. This research will help construction firms improve
sustainability by examining the paths and mechanisms by which sustainable leadership affects
sustainability outcomes. It will also help achieve the UK's net-zero emissions goal and promote
sustainable development.

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1.3 Objectives of study:
 To comprehend the concept of sustainable leadership and sustainable performance.
 To examine the impact of sustainable leadership and sustainable performance in the
construction industry of UK.
 To identify the challenges associated with sustainable leadership in the construction
industry.
 To provide recommendation for enhancing sustainable leadership practices in the
organisations.

1.4 Research Questions:

The following research questions of the study will be addressed.

RQ1: How sustainable leadership influence the sustainable performance in the construction
industry of UK?

RQ2: What are the potential challenges of sustainable leadership?

1.5 Scope of the Study:

This study's scope encompasses sustainable leadership in the UK construction industry. The
study seeks to explain how sustainable leadership can improve construction enterprises'
environmental, social, and economic performance. The scope of the study is limited to UK
construction industry. This industry is selected for its significant environmental impact and
economic importance. The study addresses construction enterprises' unique sustainability
issues and potential by focusing on this sector. The study will evaluate sustainable leadership,
which incorporates environmental, social, and economic factors into organizational decision-
making and operations. Explore ethical decision-making, long-term vision, stakeholder
engagement, and innovation as sustainable leadership. Sustainable performance will be
assessed by environmental, social, and economic outcomes. Carbon emissions, energy
efficiency, and waste reduction are environmental performance metrics. Social performance
encompasses diversity and inclusion, employee well-being, and community participation.
Market competitiveness, financial stability, and profitability will determine economic

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performance. The study will employ quantitative method such as surveys which will be used to
measure the impact of sustainable leadership and sustainable performance. The primary
audience for the study entails the construction firms operating in UK. The primary data would
be collected from the employees of construction firms.

1.6 Research Rationale:

The rationale for this study is to address sustainability issues in the UK construction industry.
Firstly, the construction industry has a significant environmental impact as a key economic
sector due to its high carbon emissions, resource consumption, and waste generation. The UK's
goal of net-zero carbon emissions by 2050 emphasizes the need for sustainable practices (UK
Green Building Council, 2021). This transformation involves a thorough understanding of
sustainable performance factors, notably sustainable leadership, a critical enabler of
organizational sustainability. Secondly, sustainable leadership that incorporates environmental
concerns into business plans and operations can help reduce these emissions. This study
examines how sustainable leadership influences sustainable performance to help construction
enterprises reduce their environmental impact and meet national and global sustainability
goals.
Thirdly, sustainable leadership improves organizational competitiveness and resilience while
protecting the environment. Construction companies that succeed in sustainable performance
are better positioned to attract investors, clients, and qualified personnel in a market
increasingly driven by sustainability. This study will explore how sustainable leadership can
boost these competitive advantages, equipping construction enterprises for a sustainability-
focused market.
In addition to that The UK's construction industry will benefit most from this study. The study
will help organizations improve their sustainability efforts by revealing how sustainable
leadership affects performance. This can boost operational efficiency, lower costs, and market
share. Construction firms can reduce compliance risks and improve their reputation by aligning
their processes with regulatory standards and market expectations.
Furthermore, the findings of this study will help policymakers and regulators. Insights learned
can inform sustainable construction industry rules and regulations. Understanding the causes

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and constraints of sustainable leadership helps policymakers create better incentives and
support mechanisms for sustainability efforts. This can help meet national sustainability goals
and sustainable development.
In addition to that the academic community will benefit from the study's contribution to
sustainable leadership and performance understanding. The study will cover a significant
research vacuum by offering industry-specific insights, enhancing the theoretical and empirical
understanding of sustainable leadership. Moreover, the study ultimately benefits society.
Sustainable leadership in the construction industry reduces environmental impact, improves
social well-being, and boosts economic stability. The study supports sustainable development
by encouraging economic, environmental, and social balance, creating a more sustainable and
equitable future for all.

1.7 Structure of Dissertation:

Chapter 1: Introduction

This chapter entails the general overview of the topic by following the background of the study
and problem statement. In addition to that the research objectives of the study were outlined
following the research questions. Furthermore, the scope of the study was laid down following
the rationale of the study.

Chapter 2: Literature Review

This chapter provided the concept of sustainability, sustainable leadership and sustainable
performance. it covered the scholars’ point of view regarding the sustainable leadership and
sustainable performance. In addition to that, this chapter looked upon the challenges
associated with sustainable leadership. Furthermore, this chapter incorporated the theoretical
and conceptual framework of the study.

Chapter 3: Methodology
This chapter outlined the research philosophy followed by the research approach. This chapter
incorporated the research strategy followed by research and time horizon of the study.

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Additionally, this chapter covered the population and sample of the study. Furthermore. It
covered the data collection followed by the data analysis and research ethics of the study.

Chapter 4: Result/ Findings

This chapter offered the findings of the study. It included the demographic and descriptive
statistics. Furthermore, it included the reliability analysis, correlation and regression analysis.

Chapter 5: Discussion and Recommendations

This chapter included the analysis of the findings. In this chapter, study findings were linked to
the literature review followed by the recommendations and Future research of the study.

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 2 Chapter 2: Literature Review

This chapter covered the literature review of sustainable leadership and sustainable
performance. It entails the discussions of literature from the perspective of different authors
and scholars. Additionally, this chapter entails the potential challenges associated in the
implementation of sustainable leadership. This chapter covered the theoretical and conceptual
framework of the study. Based on the discussion of literature review, hypothesis of the study
were formulated.

2.1 Sustainable Leadership:

Sustainable leadership blends economic, social, and environmental factors to enable long-term
organisational performance and societal well-being (Gutterman, 2023). It promotes moral and
ethical activities, resilience, and stakeholder value (Suriyankietkaew, 2022). Key aspects of
sustainable leadership are:
1.Long-term Vision: Adopting alternatives that assure the organization's longevity as well as
sustainability (Chaudhry & Noureen, 2023).
2.Ethical Practices: Following ethical guidelines and encouraging integrity, accountability, and
transparency (Cuhadar & Rudnak, 2022).
3.Stakeholder Engagement: Stakeholder Engagement is the practice of including workers,
consumers, suppliers, and the community in decision-making to promote cooperation and
mutual benefit (Gerard et al, 2017).
4.Environmental Stewardship: Reducing environmental effect and sustaining resources
(Bencsik & Berke, 2023).
5.Social Responsibility: Promoting diversity, equality, and inclusion (Ene, 2023).

2.1.1 Evolution of Sustainable Leadership

Numerous theoretical frameworks and social shifts have shaped sustainable leadership. Early
concepts of leadership revolved around economic efficiency and performance. Increasing
awareness of environmental and social concerns led to wider sustainability objectives. Major
achievements in sustainable leadership include traditional leadership theories that stressed
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efficiency, control, and financial performance (McCann & Holt, 2010), development of the triple
bottom line concept, which examines economic, social, and environmental performance (Brown
et al., 1987), the development of integrated leadership frameworks that incorporate
sustainable principles with conventional leadership approaches (Gérard et al, 2017) and The
recent trends of sustainable leadership emphasis on resilience, flexibility, and innovation to
address climate change and social inequity (Waldner, 2023).

2.1.2 Theory and Models of Sustainable Leadership

Sustainable leadership is conceptualised by many theoretical frameworks and paradigms. These

frameworks shape sustainable leadership awareness and implementation:
1.Avery and Bergsteiner's Honeybee Model emphasises long term conceptualisation,
personnel development, ethics, and innovation. It promotes an equitable economic, social, and
environmental perspective (Bencsik & Berke, 2023).
2.Sustainable Leadership Pyramid: This approach emphasises social, environmental, and
economic sustainability. Organisational learning and growth underpin sustainable leadership
(Bencsik & Berke, 2023).
3.Reflexive leadership emphasises leader-follower interdependence and adaptability (Gerard
et al, 2017).
4. Integrated Governance Framework: Integrating governance with sustainable development,
it emphasises adaptive change, innovation, and stakeholder participation (Kemp et al, 2005).
These frameworks illuminate the complexity of sustainable leadership along with providing
practical guidance for leaders seeking to promote sustainability in their organisations.

2.2 Sustainable Performance

Sustainable performance means an organisation can meet its business objectives while
addressing economic, social, and environmental concerns. It balances short-term profits with
long-term effects to ensure that present efforts do not harm future potential. Key elements of
sustainable performance are:
1.Economic Sustainability: Financial feasibility and profitability while considering long-term
economic repercussions and stakeholder value (Phusavat et al., 2017).

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2.Social Sustainability: Encouraging social equality, engagement with the community, and
employee and stakeholder prosperity (Rajak & Vinodh, 2015).
3.Environmental sustainability: Reduce environmental effect via resource efficiency, waste
reduction, and ecological wellness (Cabezas et al., 2003).

2.2.1 Relationship Between Sustainable Performance and Organizational Success

The success of an organisation is intimately related to sustainable performance. There are

multiple benefits of integrating sustainability into core activities of organization. Luo, 2018
demonstrates that integrating sustainability into operations of organization enhance reputation
and brand value as sustainable organisation have greater reputations and consumer loyalty
Sustainable methods like preserving energy and waste reduction save money and boost
operational efficiency (Fechete & Nedelcu, 2019). Organization that incorporates social
sustainability have stronger staff morale, engagement, and retention (Spreitzer & Porath,
2012). Sustainable enterprises may reduce risks, react to market changes, and achieve long-
term financial success (Bogdan, 2015).

2.2.2 Sustainable performance metrics and indicators

Sustainable performance is measured using economic, social, and environmental variables.

1.Economic Metrics:
Profitability Ratios: Return on Investment, Return on Asset, and net profit margin are some
profitability ratios to consider. (Fauzi, & Rukmini, 2018).
Cost Efficiency: Reduced operational costs and improved resource utilisation (Fechete &
Nedelcu, 2022).

2.Social Metrics
Employee well-being: According to Rajak & Vinodh (2015), employee well-being includes job
satisfaction, turnover rates, and engagement ratings.

Community Impact: Labuschagne et al. (2005) identified community impact as CSR activities,
community participation, and social investment.

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3.Environmental Metrics:
Resource efficiency: Resource Efficiency includes energy, water, trash, and recycling rates
(Cabezas et al., 2003).
Emissions and Pollution: Gao et al. (2003) discuss carbon footprint, greenhouse gas emissions,
and pollution levels.
Organisations may assess their sustainability performance and make sensible decisions to
improve sustainability by using these measures.

2.3 Sustainable Leadership in the Construction Industry

2.3.1 Overview of the Construction Industry in the UK

Construction boosts the economy of UK by building infrastructure and creating jobs. It covers
residential, commercial, and industrial building. Regulatory compliance, energy usage, and
waste creation are industry-specific concerns. Government legislation and market demand for
greener solutions have made sustainable practises more crucial to solve these issues
(Raynsford, 1999; Opoku et al., 2013).

2.3.2 Specific Characteristics of Sustainable Leadership in the Construction Sector

Sustainable building leadership requires various traits:

1.Long-Term Vision: Sustainable building leaders value long-term environmental and social
consequences above short-term profits. This provides construction project sustainability from
start to finish and beyond (Alwan et al., 2017).
2. Integrated Approach: Sustainable leaders incorporate economic, social, and environmental
goals. Green technology, sustainable materials, and waste- and carbon-reduction practises are
used (Plank, 2008).
3.Stakeholder Engagement: Sustainable leadership encompasses customers, workers,
suppliers, and the community. A collaborative approach guarantees that all stakeholders
support sustainable objectives and practises (Opoku & Ahmed, 2014).
4.Innovation and Adaptation: Sector leaders value innovation and are open to sustainable new

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technologies and processes. BIM and MMC are examples of such advancements (Alwan et al.,
2017).
5.Policy implementation: Sustainable leaders create and execute sustainable building policies.
It involves defining standards, checking compliance, and propagating best practises across the
organisation (Opoku et al., 2015).

2.4 Impact of Sustainable Leadership on Sustainable Performance

2.4.1 Theoretical Perspectives on the Impact of Leadership on Performance

Sustainable leadership, which considers environmental, social, and economic factors, may
improve organisational performance. Theories on leadership and performance emphasise
various factors:
1.Transformational Leadership Theory: Leaders who inspire and encourage people towards a
common goal might boost performance. Transformational leaders that include sustainability
into their vision may encourage creativity and long-term thinking (Svensson & Wood, 2006).
2.Stakeholder Theory: Organisations must consider the interests of all stakeholders—
customers, suppliers, workers, and the community. Sustainable leadership supports
stakeholder theory by fostering practises that benefit many stakeholders, improving
performance (Zainab et al., 2021).
3.Resource-Based View (RBV): Unique resources and capabilities may provide a competitive
edge. Sustainable leadership uses human capital, innovation, and sustainable practises to
produce long-term value and increase performance (Sarfraz & Ivașcu, 2023).

2.4.2 Critical Evaluation of Sustainable Leadership and Performance

Sustainable leadership improves organisational performance, supporting theoretical viewpoints

on the various dimensions of organizational performance. Empirical studies have shown that
proactive sustainability initiatives and sustainable leadership improve economic,
environmental, and social performance. For instance, a study in telecom industry of Pakistan
found that sustainable leadership considerably increases corporate sustainability performance

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(Zainab et al., 2021). Sustainable leadership improves performance via organisational learning
and psychological empowerment, facilitating learning and empowerment may boost
sustainability and performance (Iqbal et al., 2020). A study of Chaudhry et al (2020) indicated
that sustainable leadership improves employee performance in diverse organisations, their
research showed that organisational culture moderates the performance impacts of sustainable
leadership. The study of Pham & Kim (2019) revealed that sustainabe leadership improves
environmental, economic, and social performance in the construction industry, leadership skills
greatly impact sustainable construction projects. Furthermore, the study of Svensson and Wood
(2006) argued that while sustainable leadership initiatives vary over time and across different
organizational context. The impact of sustainable leadership on sustainable performance
depends on factor such as organizational adaptability and broader business environment.

2.4.3 Specific Impacts Observed in the Construction Industry

The construction sector, with its large environmental footprint and complicated stakeholder
interactions, has benefited from sustainable leadership:
1. Policy Implementation and Best Practices: Leaders in UK construction sector are vital to
sustainability policy formulation and implementation. Their work is crucial to sustainable
building and environmental compliance (Opoku et al., 2015).
2.Leadership Competencies: Research shows that environmental leadership qualities, in
particular, have a substantial influence on building project sustainability performance. Effective
project managers may include sustainable practises, improving environmental outcomes (Pham
& Kim, 2019).
3.Efficiency and Waste: Sustainable leadership in construction increases efficiency and reduces
waste. Leaders may reduce environmental effect of construction activities and increase
resource efficiency by using green technology (Alwan et al., 2017).
4.Stakeholder Engagement and Collaboration: Sustainable leadership requires engagement of
stakeholders in the building process. This collaborative strategy aligns and achieves
sustainability objectives for all partners (Opoku & Ahmed, 2014).

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2.5 Challenges Associated with Sustainable Leadership in the Construction
Industry

The construction business has multiple challenges while implementing sustainable leadership:
1. Increased Capital Costs: Sustainable building approaches have higher beginning costs, which
is a major issue. Despite long-term advantages, these expenses sometimes dissuade
organisations from adopting sustainable approaches (Opoku & Ahmed, 2014).
2.Lack of Stakeholder Support: Getting support from customers, suppliers, and workers is vital
yet challenging. Stakeholders may not put sustainability first, resulting in resistance or
disengagement from sustainable practices (Uzoigwe et al., 2023).
3. Inadequate Education and Training: Industry education and training on sustainable practices
is frequently lacking. Leaders struggle to manage sustainability projects due to this knowledge
gap (Tabassi et al., 2016).
4. Resistance to Change: Construction is conservative and resistant to change. Cultural inertia
may slow the implementation of sustainable technology (Cooper, 2022).
5. Regulatory and Legislative Barriers: Navigating the complicated regulatory environment is
tough. Organisations may avoid sustainable building due to inconsistent legislation and
incentives (Plank, 2008).

2.5.1 Barriers Specific to the Construction Industry in the UK

The specific barriers of the construction industry of UK includes:

1. High Initial Costs and Financial Constraints: Sustainable practices' high initial costs and
budgetary restrictions are a major hurdle in the UK construction sector. New technology,
resources, and training cost money (Opoku & Ahmed, 2014).
2. Fragmented Industry Structure: The UK's construction sector is fragmented, making it
difficult to integrate sustainable practices across projects. Sustainability standards are
inconsistently adopted according to firm size and capability (Myers, 2005).
3. Limited Awareness and Understanding: Sustainable building is commonly misunderstood
beyond environmental issues. Many industrial participants misunderstand social and economic
aspects of sustainability (Opoku & Ahmed, 2013).

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4. Insufficient Government Incentives: Some government measures support sustainable
construction, however they are typically deemed insufficient. Lack of financial incentives or
penalties for non-compliance repels organisations from adopting sustainable practices ( Oliveira
& Melo, 2024).
5.Logistical and Technical Challenges: Sustainable approaches generally need major logistical
and technical improvements. New materials, waste management practices, and energy-efficient
technology might be difficult to incorporate into processes (Alwan et al., 2017).

2.5.1.1 Analysis of Factors Contributing to These Challenges

Several factor make sustained leadership challenging in construction industry:

1.Economic Pressures: The need to cut costs and maximise profits typically prioritises short-
term earnings above long-term sustainable investments. This economic pressure prevents more
expensive sustainable practises (Opoku & Ahmed, 2014).
2.Cultural resistence: Industry reluctance to change and deep-rooted traditions limit
sustainable approaches. Construction's longstanding norms and practices fuel this cultural
opposition (Cooper, 2022).
3.Lack of Training and Education: Without sustainable building knowledge and experience,
implementation is problematic. To obtain the knowledge and skills needed, industry personnel
need ongoing training (Tabassi et al., 2016).
4. Regulatory Ambiguity: Uncertainty and ambiguity in legislation impair sustainable practices.
Clear, consistent, and supportive regulatory frameworks are essential for building sustainability
(Plank, 2008).
5.Technological Barriers: New sustainable technologies demand major building process
adjustments. Technical issues and the lack of sustainable materials and methods frequently
impede this transformation (Alwan et al., 2017).

In conclusion, financial incentives, legislative assistance, cultural change, and improved

education and training are needed to address these issues. The UK construction sector may
become more sustainable by addressing these constraints.

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2.6 Conceptual Framework:
The conceptual framework of the study aims to present the relationship between the variables
of sustainable leadership and sustainable performance in the UK construction industry. This
framework will direct the study key concept and formulation of hypothesis.

Economic
Performance

H0
Sustainable Sustainable Social
Leadership Performance Performance
H1

Environmental
performance

The above framework of the study illustrates the relationship between variables. Sustainable
leadership is independent variables of the study which covers the aspects of long term vision,
ethical practices and stakeholder engagement. The dependent or outcome variables of the
study is sustainable performance which entails the aspects of economic, social and
environmental performance. Based on the literature review the following hypothesis of the
study were formulated.

H0: Sustainable leadership have no impact on sustainable performance in the organization.

H1: Sustainable leadership have positive and significant impact on sustainable performance of
organization.

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2.7 Summary:
In order to secure long-term organisational success and societal well-being, sustainable
leadership incorporates economic, social, and environmental issues. Sustainable leadership
involves following ethical norms, including stakeholders in decision-making, limiting
environmental effect, and encouraging social responsibility. Social transformations and
theoretical frameworks like the Honeybee Model, Sustainable Leadership Pyramid, Reflexive
Leadership, and Integrated Governance Framework have shaped sustainable leadership.
Sustainable performance is an organization's capacity to accomplish its goals while resolving
economic, social, and environmental issues. Economic, social, and environmental sustainability
are key to sustainable performance. Integrating sustainability into core operations may boost
reputation and brand value, decrease risks, adapt to market changes, and lead to long-term
financial success. Sustainable leadership in construction needs long-term vision, integrated
strategy, stakeholder participation, innovation and adaptability, and policy execution.
Sustainable leaders prioritise long-term environmental and social impacts above short-term
profits, ensuring building projects are sustainable worldwide. They involve stakeholders,
employ green technology, sustainable materials, and waste- and carbon-reduction practises,
and are open to sustainable new technologies and processes. Create and execute sustainable
building policies, define standards, assess compliance, extending best practices all over the
organisation. Sustainable leadership impacts sustainable performance by helping organisations
establish and implement sustainable policies that decrease costs, promote long-term
sustainability, and build a more sustainable future. Sustainable leadership in the construction
business is hindered by higher capital costs, stakeholder opposition, poor education and
training, change resistance, and regulatory and legislative barriers. The UK's fragmented
construction industry makes it hard to incorporate sustainable practices across projects, and
sustainable building knowledge is low. The construction sector faces economic constraints,
cultural resistance, lack of training and education, regulatory ambiguities, and technology
impediments. Financial incentives, legal support, cultural change, and increased education and
training are required to make the UK construction business more sustainable.

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 3 Chapter 3: Methodology
This chapter provides the comprehensive methodological framework employed to examine the
relationship between sustainable leadership and sustainable performance. The chapter
outlined the research design which entails the types of study, research philosophy to be
followed, research method, research approach and unit of analysis. Furthermore, this chapter
outline the population and sample of the study followed by the data collection. Moreover, this
chapter lays framework for data analysis and entails the research ethics to be followed.

3.1 Research Design:

The research design of the current study of the impact of sustainable leadership on sustainable
performance was benefitted from the research onion by Saunder et al (2009). This research
onion assisted in the development of the research design. The following figure 1 showed the
development of the research design of the current study.

Figure 1: Research Onion

Source: Saunders, Lewis and Thornhill (2012)

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3.1.1 Research Philosophy:
Research philosophy refers to the “a system of beliefs and assumptions about the development
of knowledge” (Saunders et al, 2009). There are different research philosophies used in
research study which includes Pragmatism, Positivism, Realism and Interpretivism.
Interpretivism belief that human behavior is varied and cannot be determined through
statistical measure (Tamminen & Poucher, 2020). Positivism beliefs that human behavior is
objective and determined through statistical measure (Zukauskas et al, 2018). Realism beliefs
that a truth is real picture of the world of reality that exist in someone’s mind (Erikawati, 2023).
Pragmatism belief that you can’t uncover the truth in real world, researcher have liberty to
choose the methods and techniques that best meet their needs and research aims (Simpson,
2018).

The current study in examining the relationship between sustainable leadership and sustainable
performance adopted the positivism research philosophy. The rationale behind adoption of
positivist stance was that positivism deals with the quantitative analysis of the study. Positivist
stance disassociate researcher from the study findings and reduce biasedness, ensuring the
objectivity of data. Additionally, positivist research philosophy is often used in quantitative
studies where the goal of the researcher is to collect quantitative data (Park et al, 2020).

3.1.2 Research Approach:

Generally, in research there are two approaches being used in any research
study. It comprises the deductive and inductive approach respectively. The
former approach involves the development of hypothesis and theory, testing
it by means of an observation and survey questionnaire (Burney and Saleem,
2008). Researcher collect data from respondent and after analyses to prove
or refute the hypothesis and theory. Conversely the inductive approach
involves the data collection first and then use this data to generate
hypothesis and theory (Azungah, 2018). Generally, the inductive approach is
used in qualitative analysis where the goal of the researcher is to understand
the subjective perspective of the respondent. Keeping in view the nature of

22
the study, deductive approach was adopted to explain that there exists the
correlation between sustainable leadership and sustainable performance.

3.1.3 Research Strategy:

The current study of examining the impact of sustainable leadership on sustainable
performance adopted a survey method. The employees of construction organization were
asked about the sustainable leadership practices and sustainable performance in the
organization. The survey method was chosen because of its fast paced and efficient data
collection from the respondents (Groves, 2011). The adoption of survey method was due to
time and cost constraints. The survey was formed in Microsoft form and sent to participants in
organisations through personal links and social media platforms like WhatsApp.

3.1.4 Research method:

In research study, research method entails the qualitative method, quantitative method and
mix method (qualitative and quantitative). Qualitative method entails the collection of non-
numerical data which often includes the in-depth interviews, open ended questionnaire,
observations (Gerring, 2017). Quantitative method refers to the collection of numerical data
which often includes the surveys, reports (Mohajan, 2020). Quantitative method relies on the
objectivity while qualitative data relies on the subjectivity.

Keeping in view the nature and objective of the study, quantitative method was adopted to
examine the link between the variables. The adoption of quantitative method has several
benefits. Firstly, the quantitative method allows for the efficient data collection. Secondly, the
quantitative method gives precise and objective data measurement. Thirdly, the findings from
quantitative method can be generalized to broader population. Furthermore, the quantitative
method can clearly communicate the findings of the study using unbiased statistics (Stockemer
et al, 2019).

3.1.5 Time Horizon:

The current study is correlational and focused on to explore the relationship between
sustainable leadership and sustainable performance. For this purpose, the construction industry

23
of UK has been focused to acquire desired data which produce accurate results. The data was
collected at one point in time from the respondents (Cross-sectional). Cross-sectional research
design assists in the efficient data collection from the respondents and less time taking (Wang &
Cheng, 2020). Therefore, keeping in view the dissertation timeline and cost constraints of the
study, cross-sectional design was adopted to examine the impact of sustainable leadership on
sustainable performance.

3.1.6 Data Collection Techniques:

The quantitative data was collected through online self-administered questionnaire. The survey
questionnaire was formed in Microsoft form and distributed to respondents in construction
firms through social media platforms like WhatsApp and personal links in the organizations. The
self-administered questionnaire was comprised of items related to Sustainable leadership and
sustainable performance. A five-point Likert scale was used in questionnaire ranging from
“Strongly disagree” to “Strongly Agree”. The survey questionnaire was adopted because it
gathers data quickly and efficiently from respondents. The respondents were asked about the
informed consent before filling out the survey.

3.1.7 Data Analysis:

The quantitative data collected through online survey method was analyzed in SPSS (Statistical
Package for Social Sciences) statistical tool. The collected data was executed in SPSS where test
of demographics statistics, descriptive statistics, correlation and regression analyses were
performed in order to determine the link between sustainable leadership and sustainable
performance.

3.2 Population and Sample:

The population of this study comprised of the employees working in the construction firms in
UK which are actively engaging in the sustainable practices. For the sample, a probability
sampling technique was employed. The data was collected from Project Managers,
Supervisors, Engineers and Coordinators. The sample size of the current study was
approximately 50 respondents.

24
3.3 Unit of Analysis:
The unit of analysis for the current study were the construction firms operating in the United
Kingdom. The emphasis of the study was to examine the link between sustainable leadership
and sustainable performance. Therefore, the unit of analysis were the individuals who are
working in the construction firms in UK.

3.4 Research Ethics:

The following research ethics were followed in the execution of this research study.
Informed Consent:
The respondents were asked about their consent before filling out the questionnaire. They
were being aware with the research aims and objectives.

Confidentiality and Anonymity:

The respondents of the study were ensured that their data should be kept confidential and
would not be disclosed to anyone. They were ensured that their identities should not be linked
to the data collected.

Integrity and Objectivity:

The findings of the study were reported with honesty without any fabrication to data,
falsification and selective reporting. The personal biases were set aside in data interpretation
and ensures the objectivity of data.

Avoiding Harm:
The participants were ensured to minimize any potential risk associated with the study,
whether it would be psychological, social or physical harm.

Fair Participant Selection:

It was ensured that the selection of participants should be fair and unbiased, based on the
research objectives rather than the race, gender or socioeconomic status.

25
26
3.5 Summary:
The nature of current study was correlational and focused on to explore the relationship
between sustainable leadership and sustainable performance in the construction firms of UK.
The cross-sectional research design was chosen to collect the data from respondents at one
point of time. A positivist research philosophy was adopted to examine the link between
sustainable leadership and sustainable performance. Positivist stance are often associated with
quantitative studies and entails the quantification of data to ensure objectivity. The
quantitative research method was adopted to examine the link between variables of
sustainable leadership and sustainable performance. Quantitative data assist in the efficient
data collection from respondent and computed through statistical technique. A deductive
research approach was used to test the hypothesis laid down in literature review. The unit of
analysis of the study were the construction firms operating in the UK which are using
sustainable practices. The target population of the study were the employees working in the
construction firm of UK. The sample of the study were the Project manager, Engineers,
Coordinators and Supervisors. The survey method was used to collect primary data from the
respondents. The online questionnaire was formed in Microsoft form and send to employees
through personal links and social media platforms. For data computation, SPSS software was
used to compute data. Statistical test like demographics statistics, descriptive statistics,
reliability analysis, correlation and regression analysis were performed to explore the
relationship between variables. Research ethics were ensured which entails the informed
consent from participants, confidentiality and anonymity, selection of participants and avoiding
any harm during research process.

27
 4 Chapter 4: Findings and Results
This chapter offers the comprehensive findings of the study after data computation in SPSS
version 25. It sheds lights on the demographic statistics which entails the frequency,
percentages of respondents that took part in the survey questionnaire. It then sheds lights on
the descriptive statistics which covers the mean, standard deviation, skewness and kurtosis of
the data. Furthermore, this chapter provides the in-depth understandings of the reliability
analysis, correlation and regression analysis.

4.1 Demographics Information:

Table 1 shows the gender statistics of the respondents who took part in the survey
questionnaire. The table revealed that total number of participants were 50 in which 46%
respondents were Male while 54% respondents were Females. Table 2 shows the age
distribution of respondents who took part in the survey questionnaire. The findings revealed
that 64% respondents were those who have aged between 18-25 years, 32% respondents were
those who were aged between 26-33 years and 4% respondents were those who were 41 years
or above. Table 3 shows the designation statistics of the respondents. The findings revealed
that 20% respondents were Project managers in organization, 2% respondents were Civil
engineers, 16% respondents were supervisors, 6% respondents were coordinators and 56%
respondents were having other designations in the organization. Table 4 illustrated the work
experience of respondents. The findings indicated that 60% respondents were those who have
experience of 0-2 years, 30% respondents were those who have job experience of 3-5 years and
10% respondents were those who have experience of 6 years or above.
Table 1: Gender Statistics

Gender

Frequency Percent Valid Percent Cumulative Percent

Valid Male 23 46.0 46.0 46.0
Female 27 54.0 54.0 100.0
Total 50 100.0 100.0

28
Table 2: Age Statistics

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 18-25 years 32 64.0 64.0 64.0
26-33 years 16 32.0 32.0 96.0
41 years or above 2 4.0 4.0 100.0
Total 50 100.0 100.0

Table 3: Occupation Statistics

Occupation
Cumulative
Frequency Percent Valid Percent Percent
Valid Project managers 10 20.0 20.0 20.0
Civil Engineers 1 2.0 2.0 22.0
Supervisors 8 16.0 16.0 38.0
Coordinators 3 6.0 6.0 44.0
Others 28 56.0 56.0 100.0
Total 50 100.0 100.0

Table 4: Work Experience Statistics

Work_Exp
Cumulative
Frequency Percent Valid Percent Percent
Valid 0-2 years 30 60.0 60.0 60.0
3-5 years 15 30.0 30.0 90.0
6 years or above 5 10.0 10.0 100.0
Total 50 100.0 100.0

4.2 Descriptive Statistics:

Table 5 shows the descriptive statistics of the variables of sustainable leadership and
sustainable performance. The findings revealed that the mean value of sustainable leadership
was 3.95 which means that the respondents perceived positively about the sustainable
leadership practices in their organization. The standard deviation of sustainable leadership was

29
0.38 which means that the data points were closely clustered around the mean with slight
variation. The skewness of sustainable leadership was 0.58 which revealed that distribution of
data was right skewed because of positive sign. The kurtosis value of sustainable leadership was
2.64 which means that the distribution was platykurtic and has slightly lighter tail than normal
distribution.

The mean of sustainable performance was 3.94 which revealed that respondents have a
favorable perception of sustainable performance of organization. Additionally, the standard
deviation of sustainable performance was 0.36 which means that the data points were closely
clustered around the mean with slight variation. Furthermore, the skewness value of
sustainable performance was -0.31 which means that distribution of data was left skewed
because of negative sign. Moreover, the kurtosis value of sustainable performance was 2.48
which means that distribution was platkurtic and has slightly lighter tail than normal
distribution. In a nutshell, the descriptive statistics provides the comprehensive understanding
of the data obtained from respondents and sheds lights on the distribution of data.

Table 5: Descriptive Statistics

Descriptive Statistics

N Mean Std. Deviation Skewness Kurtosis

Statistic Statistic Statistic Statistic Std. Error Statistic

Sust_Led 50 3.9500 .38281 .584 .337 2.641

Sust_Perf 50 3.9480 .36097 -.310 .337 2.487

Valid N (listwise) 50

4.3 Reliability Analysis:

Table 6 illustrated the reliability analysis which measured the consistency between the items of
sustainable leadership and sustainable performance. In order to measure the construct of
sustainable leadership, six items were used in the questionnaire. To measure the construct of
sustainable performance, five items were used in the survey questionnaire. The findings

30
indicated that the Cronbach alpha value of sustainable leadership was 0.79 which means that
the items of sustainable leadership was moderately consistent and reliable to measure the
notion of sustainable leadership. Furthermore, the Cronbach alpha value of sustainable
performance was 0.81 which suggest that the items of sustainable performance was highly
consistent and reliable to measure the construct of sustainable performance. In conclusion, the
items of sustainable leadership and sustainable performance were reliable and consistent to
measure the construct of these two variables.

Table 6: Reliability Analysis

Variables No. of items Cronbach Alpha

Sustainable Leadership 6 .79

Sustainable performance 5 .81

4.4 Correlation Analysis:

Table 7 illustrated the correlation analysis of the study. It sheds light on the association
between sustainable leadership and sustainable performance. The findings revealed that the
coefficient correlation between sustainable leadership and sustainable performance was 0.60
which means that sustainable leadership and sustainable performance have positive and highly
significant relationship. It means that if one increases the other also increases and vice versa
(r=0.60, p<0.01).

Table 7: Correlation Analysis

Correlations
Sust_Led Sust_Perf
Sust_Led Pearson Correlation 1 .606**
Sig. (2-tailed) .000

N 50 50

Sust_Perf Pearson Correlation .606** 1

Sig. (2-tailed) .000

N 50 50

**. Correlation is significant at the 0.01 level (2-tailed).

31
4.5 Regression Analysis:
Table 8 illustrates the regression analysis between the variable of sustainable leadership and
sustainable performance. Sustainable leadership was an independent variable in this study
while sustainable performance was dependent variable. The findings revealed that the beta
value between the sustainable leadership and sustainable performance was 0.60, meaning that
one-unit increase in the sustainable leadership would increase 0.60 units in sustainable
performance which means that sustainable leadership positively affect sustainable
performance and this relationship is highly significant as significance value was less than 0.05
(β= .60, p<0.01). Moreover, the R-square value between sustainable leadership and sustainable
performance was 0.367 which means that 36.7% variation in sustainable performance was
explained by sustainable leadership and remaining variations are explained by other variables.
Therefore, in view of the above findings, the hypothesis H0: Sustainable leadership have no
impact on sustainable performance in the organization contradicts the findings of the study
and hence rejected null hypothesis. Moreover, the findings revealed that sustainable leadership
have positive and highly significant impact on sustainable performance. Therefore, in light of
these findings the hypothesis H1: Sustainable leadership have positive and significant impact
on sustainable performance of organization supported the findings of the study and hence it
was accepted.

Table 8: Regression Analysis

Independent Dependent variable β R- Sig.
variable square

Sust_Led Sust_Perfom .60 .367 0.00

32
4.6 Summary:
The survey included 50 participants in which 46% male and 54% female respondents were
participated. 64% were aged between 18-25 years, 32% were aged between 26-33 years, and
4% were aged above 41 years. 20% respondents were project managers, 2% were civil
engineers, 16% were supervisors, 6% were coordinators, and 56% in other roles. The job
experience of 60% respondents were 0-2 years, 30% were 3-5 years, and 10% were 6+ years.
Descriptive statistics examined sustainable leadership and performance. The mean score was
3.95, indicating that participants considered their organisation had sustainable leadership.
Standard deviation was 0.38, indicating a close clustering around the mean with little variation.
Skewness of 0.58 suggested a positive right-skewed distribution. The kurtosis of 2.64 showed a
platykurtic distribution with a lighter tail. Cronbach alpha of 0.79 indicates moderate
consistency and reliability in sustainable leadership. Sustained performance has a 0.81
Cronbach alpha, indicating high reliability. Sustainable Performance was strongly correlated
with sustainable leadership. A 0.60 coefficient connection meant one variable increases as the
other did. In Regression analysis the beta value of 0.60 showed that one unit of sustainable
leadership enhanced 0.60 units of sustainable performance. The R-square value was 0.367,
indicating that sustainable leadership explained 36.7% variation in sustainable performance.
The findings refute the null hypothesis H0 that sustainable leadership does not affect
sustainable performance. Hypothesis H1 is supported by sustainable leadership improving
performance.

33
 5 Chapter 5: Discussion and Conclusion
This chapter of the dissertation provides the comprehensive analysis of the findings. It sheds
lights on the further discussions of the result and findings and linked these findings to the
literature review. The findings of the study relate to the past studies of sustainable leadership
and sustainable performance to examine whether it support or contradicts the findings of
current study.

5.1 Discussion:
5.1.1Sustainable Leadership and Performance

Sustainable leadership and performance in UK construction are positively correlated, according

to the findings of this study. A significant correlation (r = 0.60, p < 0.01) supports theoretical
viewpoints addressed in Chapter 2. Regression analysis showed that sustainable leadership
explains 36.7% variance in sustainable performance. These data imply that construction
companies that emphasise sustainable leadership approaches have higher sustainable
performance outcomes.
The empirical results of the study supported Avery and Bergsteiner's Honeybee Model and the
Sustainable Leadership Pyramid's emphasis on long-term vision, stakeholder involvement, and
ethics. The stronger association between sustainable leadership and performance in this study
supports these models, demonstrating its practical usefulness in improving organisational
outcomes.

The correlation analysis between sustainable leadership and sustainable performance was
positive and highly significant. Similarly, the regression analysis showed that sustainable
leadership have significant and positive impact on sustainable performance (Table 7 and 8).
These findings supported the study of Zainad et al (2021) who found that sustainable leadership
considerably increases corporate sustainability performance. Furthermore, the findings of this
study supported the study of Iqbal et al (2020) who found that sustainable leadership improves
performance via organisational learning and psychological empowerment, facilitating learning
and empowerment may boost sustainability and performance. Moreover, the findings of the

34
study in chapter 4 supported the study of Pham & Kim (2019) who revealed in their research
that sustainabe leadership improves environmental, economic, and social performance in the
construction industry, leadership skills greatly impact sustainable construction projects.
Literature emphasises ethical behaviours and stakeholder involvement as key to sustainable
leadership. The current study found that respondents valued sustainable leadership in their
organisations, with a mean score of 3.95. Ethical leadership promotes trust and responsibility,
which are necessary for sustained success (Cuhadar & Rudnak, 2022). This is especially true in
construction, where several parties might conflict over ethical issues. According to the positive
association between sustainable leadership and sustainable performance, organisations that
prioritise ethical practices and actively involve stakeholders may better handle these challenges
while improving social and environmental implications.
The research also suggests that successful leadership requires a long-term vision. Leaders who
prioritise sustainable practices above short-term advantages improve organisational success.
Chaudhry & Noureen (2023) agree that long-term planning is essential for sustainability in
building, which has a major environmental effect.
Innovation is crucial to sustainable leadership, especially in construction, where green
technology and materials may decrease environmental effect (Alwan et al., 2017). Sustainable
leadership promotes creativity, as seen by respondents' positive views of their organisations'
success. Sustainable leadership promotes innovation, which is essential for solving
construction's complex sustainability issues.
Sustainable leadership improves performance, however the research recognises the challenges
of applying such methods in the construction business. High capital expenses, stakeholder
dissatisfaction and change resistance are among the challenges (Opoku & Ahmed, 2014;
Cooper, 2022). The R-square score of 36.7% showed that issues beyond leadership might affect
sustainable success of organisation.
Sustainable practises were hindered by UK industry diversity and high beginning costs. These
results complement the literature, demonstrating that leadership is essential to sustainability,
but overcoming these challenges needs industry-wide support, regulatory incentives, and
education and training.

35
5.2 Conclusion:
A positive and significant correlation was found between sustainable leadership and
performance in the UK construction sector. The economic, social, and environmental
performance of construction enterprises was greatly impacted by sustainable leadership,
according to empirical evidence of the current study. Ethical behavior, stakeholder
involvement, long-term vision, and innovation are sustainable leadership practices that improve
sustainable performance. The research also found various challenges to embrace sustainable
leadership practices in construction. High initial expenses, stakeholder disagreement, change
resistance, and regulatory impediments were these issues. The results showed that leadership
drives sustainability by supporting innovation, promoting ethics, and engaging stakeholders,
despite these constraints. The following objectives of the study were addressed after the
findings and analysis of the study.
Objective 1: To comprehend the concept of sustainable leadership and sustainable
performance.
By studying sustainable leadership and performance theoretical frameworks and models, the
research accomplished this objective. Sustainable leadership considers economic, social, and
environmental factors to ensure long-term organisational performance and society well-being.
Sustainable performance includes social and environmental indicators as well as financial
measurements, showing a comprehensive approach to assessing organisational success. The
literature review showed how sustainable leadership catalyses sustainable performance. The
empirical results of the current study supported the conceptual frameworks in literature by
showing that organisations with strong sustainable leadership practices perform better in
economic, social, and environmental sectors.
Objective 2: To examine the impact of sustainable leadership and sustainable performance in
the construction industry of UK.
According to the study, sustainable leadership significantly affects the performance of the UK
construction sector. The link between sustainable leadership and performance shows how
crucial it is to include sustainability into leadership practices. Furthermore, the regression
analysis showed that sustainable leadership explains a significant portion of industry

36
sustainability performance. This is especially crucial in the construction business, where
stakeholder participation is complicated and environmental effect is high. The research found
that sustainable leadership boosts innovation, stakeholder relations, and organisational
performance, making it vital for long-term success in this sector.
Objective 3: To identify the challenges associated with sustainable leadership in the
construction industry.
The construction sector has many significant barriers to adoption of sustainable leadership in
organisations. High initial expenses and budgetary restrictions impede organisations from
implementing sustainable practices. The fragmentation of industry and lack of sustainable
leadership knowledge hamper the implementation of sustainable practices. Change resistance,
cultural inertia, and regulatory uncertainty were additional issues. These results imply that
although sustainable leadership is crucial to the organisational success, its implementation is
complex and requires collaboration from industry leaders, governments, and educational
institutions.
Objective 4: To provide recommendation for enhancing sustainable leadership practices in
the organisations.
In order to improve sustainable leadership practices in the UK construction sector, numerous
suggestions were made based on the research. These suggestions address identified issues and
promote organisational sustainability. The study recommends training and education to
promote sustainable practices, innovation via new technology, and stakeholder engagement in
decision-making. The study also advises governments to promote sustainable leadership via
incentives and regulations. To improve organisational performance, industry leaders should
have a long-term vision, prioritise ethics, and include stakeholders in sustainability projects.

5.3 Limitations of Study:

The research sheds light on how sustainable leadership affects performance, but it has
certain limits. The 50-person sample size is a major drawback. The findings are statistically
significant, but a larger sample size might provide more reliable and generalisable results.
Another drawback is the study's UK construction industry concentration. one specialisation
gives unique insights into one industry, but it may not apply to other industries or areas. Future

37
study might cover different sectors and countries to further understand sustainable leadership
and performance.
Self-reported data from respondents may have been biassed in the research. Socially desirable
responses may have been given, especially about sustainable leadership methods. Mixed-
methods research might combine quantitative data with qualitative insights from interviews or
case studies to better understand the link between sustainable leadership and performance.

5.4 Practical Implications:

This research has several implications for industry leaders, policymaker, and academics. First,
leaders must include sustainability into their strategy due to the significant association between
sustainable leadership and performance. For organisational success, leaders should prioritise
long-term planning, ethics, and stakeholder involvement. Secondly, innovation is crucial to
sustained success, according to the study. Leaders should push green technology and
sustainable materials to solve construction sector environmental issues and foster innovation.
Thirdly, all parties must work together to solve the problems. To overcome hurdles to
sustainable leadership, leaders may advocate for stronger government regulations and
incentives and invest in industry training and education.
The research emphasises the need of sustainability in leadership practices for industrial
executives to improve organisational success. Long-term planning, ethics, and stakeholder
involvement improve sustainable performance, thus leaders should prioritise them.
Policymakers should provide regulatory frameworks and incentives for environmentally friendly
construction leadership. Policymakers may address research challenges including high initial
costs and legal uncertainty by providing financial incentives, clear instructions, and uniform
rules.
Training is also crucial to sustainable leadership. Sustainability may be included into leadership
training programmes and curriculum to prepare future leaders to promote sustainable practises
in their organisations. Industry professionals must also continue their professional development
and training to keep current on sustainable practices and technology.

38
5.5 Future research suggestions

Due to restrictions, numerous research pathways are suggested. Firstly, future research might
enhance sample size for broader findings. A larger, more diversified sample would provide a
more thorough investigation of sustainable leadership across industries. Secondly, extending
the research to additional sectors and nations would reveal how sustainable leadership
methods vary. Comparative studies might examine sustainable leadership methods in
businesses with different environmental impacts and regulatory frameworks. Thirdly, mixed-
methods research might combine quantitative data with qualitative insights from interviews or
case studies. This method would capture the intricacies and contextual aspects that affect the
link between sustainable leadership and performance. Finally, longitudinal studies might
examine how sustainable leadership affects organisational success over time. Future study
might examine how sustainable leadership practices change and their long-term consequences
on economic, social, and environmental performance through studying organisations.

In conclusion, the findings of the study showed that sustainable leadership has an enormous
impact on the construction sector in the UK. The findings showed that long-term leadership
effectiveness requires sustainability. The study also recognised the challenges of sustainable
leadership and stresses the necessity for industrial and educational collaboration. The
recommendations of study highlight ways to improve sustainable leadership, solve problems
and foster a sustainable culture in organisations. These suggestions may help the UK
construction industry and society become more sustainable. This research adds to sustainable
leadership literature and informs business executives and policymakers. Despite being unique
to the UK construction industry, the findings have broad implications for other industries and
countries. The findings should be expanded to examine sustainable leadership's complexity and
effects on organisational performance in other circumstances.

39
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