Leadership, Motivation, and Engagement Professional Report

Executive Summary

In today’s highly globalized, tech-savvy, and competitive markets, profits and growth are often
difficult to achieve and maintain. This is perhaps because organizations have to grapple with the
changing customer tastes and regulatory environment, which are gravitating toward sustainable
manufacturing and products. The additional responsibilities and requirements mean that firms
must spend more on sustainability initiatives, which most do not guarantee immediate financial
returns. This only means that companies must maintain their business models but focus on
innovating sustainable solutions for their future survival. This proposal explores potential
strategies or interventions that Branico, a multinational petrochemicals firm, needs to implement
within 6-12 months to address supply chain disruptions, while focusing on transitioning to
sustainable products in the future. Most importantly, the focus is on how the firm can keep its
workforce engagement and motivated as it faces the challenge of fulfilling the customer order
backlog while focusing on sustainable future solutions. It suggests multiple solutions to address
supply chain, the transitioning to innovation, and employee motivation and satisfaction issues.
Methods for measuring the success of these solutions are also discussed.

3

Introduction

In today’s highly globalized, tech-savvy, and competitive markets, profits and growth are
sometimes hard to come by, especially when companies have to prioritize sustainability, or have
to change their strategies to align with future sustainability goals, while maintaining their current
non-sustainable business practices/strategies to keep the revenues streaming and the organization
alive. In most instances, when overstretched by these pressures, organizations turn to their most
valuable factors of production: employees (Truxillo et al., 2021). However, according to Dugan
(2017), while employees are the most critical aspects that drive change, keeping them happy,
motivated, and engaged can be a slog, as most might be receptive to the proposed organizational
changes.
Branico is a typical example of a modern organization caught between transitioning to
future-oriented long-term sustainable solutions and maintaining its non-sustainable business
model to survive in the shorter time. The firm must balance between continuing manufacturing
plastic drink containers and shifting toward products produced from sustainable materials. As
CEO Orla Schultz says, the company ‘needs to keep an eye on the future and remain competitive
today.’ Recent supply chain disruptions have left the firm unable to fulfill its orders, threatening
its solid reputation.
Therefore, the biggest challenge is to focus on its upcoming financial obligations while
keeping an eye its long-term shifts to ward environmentally-friendly products. While the
leadership’s immediate response to streamline production and directing all workers to begin
fulfilling outstanding orders is remarkable and prudent, it can be overwhelming and
counterproductive if the leadership fails to motivate employees. Delivering on all delayed orders
and meeting local needs can be straining to teams. Some might resist the proposed vision for the

4
firm’s future: the shift in strategy to environmental sustainability. Therefore, the three key issues
the company faces are (1) supply chain disruptions causing a backlog in order delivery, (2) the
desire to shift toward materials made from sustainable materials, and (3) winning employee buy-
in and keeping them motivated to support the firm’s short-term response and long-term
sustainability vision.
As an external contractor hired to assist in designing and implementing solutions that will
allow Branico to deliver against its future strategy and survive, the first step is to identify the best
way to work or contract with the company. This primarily involves developing a strategy to
increase employee buy-in into the new vision and feel empowered to be part of the proposed
solution as the team sails through the current situation. The six steps of the consultancy cycle –
contracting, information gathering and analysis of issues, using evidence-based approach to
formulate plans, implementing and reviewing solutions, evaluating outcomes, and reporting and
reflection on outcomes – will be used to understanding the likely leadership issues Branico is
facing. The first step will be to conduct comprehensive research on leadership, engagement, and
motivation theories and the cross-cultural perspective pertinent to this case. Recommendations
will then be proposed for the firm to implement over the next six to twelve months and how to
evaluate outcomes.
The plan to contract or work with Branico will involve establishing initial contact with
the company’s leadership, presenting a proposal to address the identified issues, spelling terms of
engagement, negotiating and setting out budgets, timescales, resources, and the desired outcomes
for design and development of the suggested leadership intervention. The initial contact with
CEO Orla Schultz and the Senior Leadership Team will be through a formal meeting to discuss
the requested consultancy engagement with Branico. The meeting will be an opportunity to

5
examine the collaboration process, the proposed intervention strategies (scope, outcomes, key
concepts, and implementation methodologies), and introduce participants (stakeholders). The
terms of engagement will include the scope, confidentiality and sensitive privacy issues, roles
and responsibilities, deliverables (assessment reports, training modules, and materials), payment
and financial terms & benefits, and duration of engagement. Negotiating timescales, budgets,
resources, and outcomes will be done openly to arrive at jointly agreed-upon budgets, timescales,
resources, deliverables, reporting, evaluation, and other requirements.

Literature Review

Since the turn of the 21 st century, the terms “corporate social responsibility” and
“sustainability” have become synonymous with organizational success. Corporate social
responsibility or CSR is a business approach in which organizations make a concerted effort to
implement strategies and practices that improve rather damage the environment and the broader
society, while addressing the welfare of employees and meeting their financial obligations to
investors (Fordham & Robinson, 2018). CRS is often viewed as the link between sustainable
development and business strategy. Sustainability, on the other hand, is a strategy implemented
by organizations to lower negative environmental impacts stemming from their operations. A
company’s sustainability efforts and practices are essentially measured against governance,
social, and environmental metrics (IBM, 2023). CSR and sustainability have gained popularity
amid the irreversible changes to the Earth’s system, especially with global warming and climate
changes significantly degrading the Earth’s biological and physical ecosystems.
Therefore, most organizations are shifting to the “sustainability model” to increase their
appeal to the public and customers, improve their brand image, and gain a competitive edge in
crowded markets. Admittedly, there is adequate evidence to support the notion that consumer

6
purchasing behavior is increasingly being influenced by the sustainability subject (Nyame-
Asiamah & Kawalek, 2020). Most consumers are buying “green products” or sustainably
manufactured products. Sustainability cuts across the product’s supply chain and lifecycle, from
the raw materials used, the sourcing process, product manufacturing processes (and the products
themselves), distribution, and recycling. This explains why the long-term goal for companies like
Branico must be to shift to “green products and processes.” Besides customer behaviors, the
emergence of more stringent policies, regulations, and laws aimed at lowering the globe’s carbon
footprint and ensure sustainable operations puts more pressure to companies like Branico. These
policies are multifaceted and cut across the local, state, national, regional, and global boundaries.
For example, companies are required to comply with multiple environmental sustainability
policies in the US, including the Clean Air Act, the Clear Water Act, the Endangered Species
Act, and the Lacey Act (US Sustainability Alliance, n.d.).
However, a sudden and complete shift to “sustainable” processes and initiatives can
disrupt the financial performance of even an established firm like Branico whose previous
business models are principally built on nongreen manufacturing. The existing business models
are the “cash cows” and, literally, the lifeblood of these firms. This is perhaps why Branico needs
to take it slow. According to Dornfeld (2014), the transition toward sustainable and green
manufacturing is stepwise, systematic, and slow. It might take several years or decades to realize.
Therefore, for Branico, its immediate focus is on short-term focus (6-12 months) is to fulfill its
order backlog by addressing supply chain disruptions. This should be done with a future focus on
ways to transition to sustainable products.
The biggest challenge for firms that find themselves in these dilemmas is convincing staff
to support immediate and usually “arduous” initiatives, while keeping their focus on the smooth

7
transitioning to new processes, strategies, and roles. Lack of stakeholder buy-in has been
identified by researchers as one of the primary obstacles to the successful implementation of
change initiatives (Hubbart, 2023). Stakeholders in this case includes employees, the leadership,
and the shareholders. Employee buy-in is one of the key ingredients that impact how effectively
change initiatives and practices are implemented. Employee buy-in refers to the staff members’
knowledge and understanding that a change initiative or decision is necessary for business’
survival and sustainability, accepting the proposed change, and remaining motivated and
engaged with the firm’s efforts to meet the established goals.
Strategic leadership plays a critical role in winning employee buy-in, keeping them
motivated, happier, engaged, satisfied with their work, and performing at their optimum
(Chummum & Nleya, 2021; Gonzalez, n.d.). Benefits of strategic leadership include uniting
teams through collective goals, creating ‘buy-in’ for new ideas, fostering collaboration and
engagement, encouraging accountability, and cultivating a thriving culture anchored on
commitment and fairness (Schaedler et al., 2022; Samimi et al., 2022). Researchers and industry
experts have proposed multiple “change management” paradigms, concepts, theories, strategies,
models, approaches, and frameworks that can help leaders to persuade their workers to buy into
their ideas, keep them fired up, engaged, and committed to the organization’s mission, vision,
and strategic goals. According to Samimi et al. (2018), strategic leadership is “a series of
decisions and activities, both process-oriented and substantive in nature, through which, over
time, the past, the present, and the future of the organization coalesce.” Typically, strategic
leadership creates a bridge between the future, the present, and the past by reaffirming the
organization’s identity and values to ensure integrity and continuity as it struggles with unknown
and known possibilities and realities (Hughes & Beatty, 2011). It enables, focuses, and builds a

8
company’s social, human, and structural capabilities and capital to meet real-time threats and
opportunities (Bhattacharya & Jha, 2018). Strategic leadership also involves self-awareness, self-
efficacy, and emotional intelligence (Caldwell & Hayes, 2016; Goleman, 2005; Goleman 2000).
Evidence has identified how multiple leadership styles, theories, and practices can be
leveraged by strategic leaders to improve employee motivation, satisfaction, commitment,
engagement, and performance. The behaviors displayed by strategic leaders can encourage,
motivate, and unify followers to jointly pursue the organization’s strategic vision while shaping
organizational culture (O’Regan & Lehmann, 2008). Transformational leadership has been
fronted as one of the most effective leadership styles with the capacity to influence outcomes,
including organizational innovation, climate, and performance (Arenas, 2019). The
transformational leadership theory champions a leadership style that emphasizes creating a
vision, motivating followers, and supporting them to fulfill the vision (Rehmat et al., 2020). Such
leaders transform their followers’ preferences, values, and needs from self to collective interest
goals (Alessa, 2021; Tang et al., 2020).
Several other theories and concepts have been linked to employee motivation in the
workplace. For example, the incentive theory emphasizes rewards, incentives, recognition, and
reinforcement to inspire followers (Goodman, 208). This behavioral theory also suggests that
individuals will behave in ways they think might result in rewards and avoid behaviors that
might bring punishment (IntroBooks, 2018). Potential incentives can include bonuses, praise,
career growth opportunities, promotions, competitive salaries/wages, paid time off or vacations,
health insurance, and retirement benefits (Liu & Liu, 2021). McClelland’s need theory is another
conceptual framework associated with employee motivation. The theory identifies three needs
most people are always inspired to address: the need for affiliation, power, and affiliation. The

9
affiliate theory (Siok et al., 2023). The theory further suggests that these drivers are not inborn or
inherent; people acquire them through life experiences and culture. Knowledge of McClelland’s
needs can assist managers in identifying their employees’ needs.
Other theories that have been shown to impact employee motivation and performance are
competence theory, the expectancy theory, Herzberg’s two-factor theory, the equity theory, and
Maslow’s hierarchy of needs theory (Emily & Robert, 2021). Competence theory posits that
individuals are inspired to participate in activities to demonstrate and develop their skills. The
central idea is that people are driven and attracted to partake in tasks they feel capable and
competency (Perry & Hamm, 2017). The expectancy theory suggests that individuals are usually
rational decision-makers who act in ways that assist them in reaching their goals and satisfying
their needs (Zboja et al., 2020). It suggests that motivation is a product of valence,
instrumentality, and expectancy. In other words, it suggests that rewards play a critical role
motivating individuals, meaning that employees might work hard if they expect praises,
promotions, bonuses, or salary increments. Constructivism, positivism, critical theory, and post-
modernism are other theoretical concepts that shape the understanding and role of leadership.

Proposed Interventions

Strategic thinking is unquestionably the most appropriate approach to addressing the
three concerns faced by Branico: non-fulfillment of orders due to supply chain disruptions, the
desire to shift toward green and sustainable products and manufacturing processes in the future,
and improving employee motivation and engagement to the support the firm’s short-term and
long-term efforts. Strategic thinking entails creating and applying unique business opportunities
and insights meant to build a competitive advantage for an organization (Betz, 2016). The six
steps of strategic thinking identified by Didner (2022)– articulating goals and vision, researching

10
and identifying options to achieve the goals, objectively analyzing possibilities and risks,
selecting an evidence-based course of action based on analysis and research, creating an
implementation plan, and adapting and adjusting along the way – can assist in addressing the
three issues the organization currently faces. The overarching goal is to address the immediate
short-term supply chain disruptions to fulfill customer orders, while keeping an eye on future
sustainability initiatives and tagging along all employees by ensuring they are satisfied,
committed, motivated, willing, and performing optimally. The interventions, strategies, or
actions to be taken will be classified into the three categories: addressing supply chain
interruptions, implementing plans to shift toward sustainable manufacturing and products, and
improving employee motivation and engagement. The plan is scheduled for the upcoming 6-12
months.
i. Strategies to Address Supply Chain Interruptions to Fulfil Customer Orders
Recent interruptions in the supply chain have dented the company’s capacity to meet its
orders; this is threatening its long-standing brand image and reputation, plus long-term
profitability. Lack of or delays in delivering raw materials means the company does not
manufacture adequate products (plastic bottles) to meet customer orders and needs. Branico
heavily relies on raw materials sourced from multiple primary suppliers. This implies that market
disruptions in these areas or supply chain technicalities can jeopardize access to and the
availability of these materials.
The first step in addressing these supply chain issues is by conducting a comprehensive
“supply chain audit” to analyze all the processes and activities Branico uses to source for raw
materials, manufacture products, and deliver them to the market. The company can contract an
external auditor or establish its “own” auditing unit. Others aspects to consider during the audit

11
include reputational, cybersecurity, geopolitical, contract compliance, and quality risks.
Cybersecurity breaches within the manufacturing plant, distribution center, or tracking firm can
add to delays and shortages. Geopolitical risk factors that may create supply chain bottlenecks
may include government instability, border tensions, and trade wars (Madenburg, 2022).
After successfully auditing all supply chain processes and methods, the company can
then implement pertinent strategies to address specific issues. For example, Branico can diversify
its supply chain if disruptions are caused by geopolitical tensions in the European zone
(manufacturing centers or source of materials). These means opening new factories in politically
stable countries or where raw materials are available. The company can also integrate technology
into its systems to predict potential disruptions, forecast demand, and monitor inventory levels.
Robotics and automation can also speed up logistical process and make them efficient and safer
(Beaudoin, 2020). Blockchain technology, artificial intelligence, and internet of things (IoT) are
some of the emerging technologies the firm can leverage to create leaner and agile supply chains.
Finally, Branico can build a robust contingency plan that comprehensively outlines the remedial
steps to be taken when interruptions in supply chain occur. Supply chain contingency planning is
the act of analyzing potential disruptions that can damage businesses and devising plans to
minimize these occurrences (Tompkins & Harmelink, 2004; Wheeler, 2018).
ii. Strategies to Shift Toward Sustainable Manufacturing and Products
While the immediate focus is to address supply chain disruptions to fulfill customer
orders, Branico’s long-term goal is transitioning to “green products” and do away with the
current plastic bottles. The following are some of the actions the company can take within the
next 6-12 months to gravitate toward sustainable products. Firstly, Branico needs to conduct a
thorough situational analysis to understand its current “product sustainability” status quo,

12
including its impact on process efficiency, customers, the environment, and other stakeholders. A
situational analysis can ideally assist in identifying internal (weaknesses and strengths) and
external (competitor products/strategies/pricing, regulations, policies, customer needs, industry
standards, ecological impacts) environments, especially regarding sustainability (Strakova et al.,
2018; Clarke et al., 2017). PESTLE and SWOT are two critical tools the company can leverage
to understand these internal and external environments.
One of the weaknesses the company currently has is a lack of innovative processes to
manufacture “green products” rather than plastic bottles. One potential solution is to invest in
R&D with the goal of producing eco-friendly alternatives to plastic bottles. The firm can delve
into biodegradable disposable water bottles made from cornstarch, avocado seeds, and many
other biodegradable raw materials (Ginting et al., 2018; Siqueira et al., 2021). The company can
invest in new biodegradable technologies or expand these existing ones. As an alternative to
biodegradable products, the company can switch to manufacturing the already available
environmentally-friendly alternatives, such as glass, silicone, ceramic, or reusable stainless-steel
bottles.
iii. Strategies to Improve Employee Motivation and Engagement
Meeting the immediate customer needs and initiating plans to transition to sustainable
products and manufacturing cannot be achieved without “strategic leadership.” Ideally, strategic
leadership is the process through which the organization’s higher levels and hierarchies – top
management teams or TMTs, CEOs, and BOD-CEO interfaces – influence others to make
voluntary decisions or take actions that assists an organization in maintaining its immediate
financial stability while focusing on long-term viability and sustainability (Harappa, 2021).
According to Samini et al. (2018), strategic leadership can unite teams around shared goals,

13
create employee ‘buy-in’ for new ideas, foster collaboration and engagement, encourage
productivity and accountability, and build a thriving culture anchored on fairness and
commitment. Improving employee motivation and engagement can substantially impact
organizational performance and productivity and employee job satisfaction while reducing
turnover, absenteeism, and other negative outcomes (Forson et al., 2021; Varma, 2018; Khan et
al., 2016).
For Branico, this strategic leadership must begin with proposing a vision (for example,
improving supply chain process efficiencies and supporting environmental stewardship and
collaboration) and aligning it with the strategic actions that can help it achieve this vision. A
strategic vision stipulates the direction and actions an organization wishes to achieve in the
future; it is the comprehensive and long-term picture or a company’s goals and the actions for
achieving them (Rothauer, 2018). After identifying vision and actions/strategies, the company
must communicate them in ‘black and white’ to employees; for example, what strategies it
proposes to implement to meet the pending orders and what role each individual will play.
Communicating all details transparently can ensure clarity, reduce misunderstandings and role
conflicts, and improve the employees buying in the proposed ideas (Calvert, 2014). Employee
buy-in can increase employee engagement, motivation, performance, and productivity
(Gonzalez, 2023).
The second strategy for Branico is to establish an organizational culture of respect, equity
& fairness, effective communication, shared decision-making, diversity & inclusivity, empathy,
future-looking, ethical decision-making, teamwork/collaboration, trust, integrity, transparency,
authenticity, work-life balance, and dedication to employee growth & development. All these
elements are linked to employee motivation and engagement. Some of these elements – integrity,

14
responsibility, competence, and respect – are highlighted in the BPS’s Code of Ethics and
Conduct (British Psychological Society, n.d.). The organization must clearly identify and
communicate the core beliefs, values, practices, procedures, rules, and that all employees must
follow, and codified them in writing and communicate to all employees. It must also identify
their expectations from each employee and its priorities. All these attributes and elements are
consistent with the theoretical concepts and framework discussed in the literature review,
including McLelland’s theory, transformational theory, the equity theory, McLelland’s theory,
and Herberg’s two-factor theory. For example, in aligning with the equity theory, the company
can ensure all human resources activities and decisions – recruitment, training, promotions,
compensations, professional growth and development, and dismissals – are based on standard
and fair rules and policies. Equity or organizational justice can lower disdain and discontent
among employees, which can potentially improve job engagement, satisfaction, and performance
while lowering attrition (De Beer Leon et al., 2018; Wahyanto et al., 2020).
Additionally, the company must design a comprehensive “rewards system” for
renumerating employees based on the revised work schedules and workloads. Potential
incentives to consider include word-of-mouth praises, competitive salaries, bonuses, praise,
career development & educational opportunities, promotions, time off, paid vacations, retirement
benefits, and health insurance. These incentives, especially salaries, must be competitive,
meaning that they reflect industry standards and market rates, and align with employee
skills/certifications and the workload/roles they are assigned. The incentive theory of motivation
explains how giving people incentives and reinforcements can enhance their motivation and
drive to perform certain tasks or engage in certain behaviors (Cherry, 2023). Other potential
strategies and aspects to for leaders to consider are providing cross-cultural training, empowering

15
workers, and creating a healthy and nontoxic work environment, building self-efficacy and self-
awareness. The company’s leadership requires skills and knowledge in emotional intelligence,
self-efficacy, and self-awareness (Dugan, 2017; Truxillo et al., 2021).

Evaluation

1. The Desired Outcomes
   The desired outcomes include (1) improved on-time order delivery or fulfillment, (2)
   decreased supply chain interruptions, (3) design and manufacture of sustainable alternative
   solutions to plastic bottles, and (4) increase employee motivation and engagement. These
   outcomes are expected to be achieved within the upcoming 6-12 months.
2. How the Evaluation Will be Conducted
   There are multiple ways through which the four outcomes will be measured. For instance,
   an internal audit will be conducted to measure the number of supply chain interruptions
   occurring before and after implementation of the plan, including how often delays in raw
   materials or disruptions in manufacturing processes occur. An internal audit usually examines all
   risk types, including capacity, receivables, procurement, forecast, systems, delays, and
   disruptions (Pasula et al., 2013). The audit will reflect the impact, duration, and frequency of the
   interruptions and other risks on order delivery and customer satisfaction scores. Interviews and
   surveys will also be used to collect perspectives, insights, and feedback from suppliers,
   customers, regulators, and other stakeholders.
   Secondly, the new product development lifecycle (PDL) checklist can be used to monitor
   the progress the company has made in designing and manufacturing sustainable products (green
   bottles). This will include confirming which stage of the PDL cycle the company will be in
   during and after the 6-12 months. The seven steps of the lifecycle include “ideation, validation,

16
prototyping, marketing, development, launch, and improvement” (Guthrie, 2023). Finally,
employee interviews and satisfaction surveys will be conducted to measure their level of
engagement and motivation pre- and post-intervention implementation. The employee
satisfaction index (ESI), employee net promoter score (eNPS), employee suggestion boxes, face-
to-face meetings and other methods for gathering data on employee motivation, engagement,
satisfaction, commitment, and other outcomes (Yaneva, 2018). The performance tracking system
or PTS can also be used to monitor and track the employees’ performance throughout the
project’s implementation period.

3. How to Determine if the Client’s Needs Have Been Met
   The primary purpose of evaluation is to assess whether or not the company’s needs have
   been met or addressed. Therefore, the only way to find out is by measuring whether customer
   orders are fulfilled on time, disruptions in the supply chain no longer occur or have reduced, and
   employees are engaged, satisfied, and motivated in their new roles.

Conclusion

The business world is quickly and inevitably shifting toward sustainable manufacturing
processes, practices, and products in a bid to conserve the planet for current and future
generations. Recent developments like global warming and their cascading effects have informed
the decision by governments and the international community to create new policies, guidelines,
laws, regulations, and standards geared toward sustainable manufacturing, transportation, and
inhabitation. This means that firms that still depend on traditional and non-sustainable business
models, such as the plastic bottle supplier Branico, are obliged to comply with the new trends for
survival and remain competitive. Yet, doing away with the traditional methods is like “a death

17
sentence” for traditional companies, as it means depriving them their primary source of income
or their lifeblood.
For Branico, potential issues to be addressed include delays in order fulfillment due to
supply chain interruptions, the need to shift toward sustainable business models and products,
and addressing employee motivation and engagement issues. There are multiple strategies that
will be used to address these concerns. For example, solutions to supply chain disruptions
include conducting a comprehensive survey to identify the root-causes of these issues and
implementing technological solutions to improve supply chain practices and reduce delays. At
the same time, the firm can perform an extensive analysis of internal and external environments
to establish its strengths and weaknesses and market opportunities and threats. The firm can then
design solutions that address its weaknesses by capitalizing on its internal strengths and market
opportunities. For example, the company can integrate multiple evidence-supported technologies
into their systems, such as the use of biodegradable plastic materials to manufacture bottles.
Employee motivation and engagement can also be improved through strategic leadership. This
may include implementing strategies like effective communication, teamwork, competitive
salaries, employee development & growth, feedback loops, trust, integrity, and equity in HRM
processes. Finally, evaluating whether organization’s goals have been met or not is necessary to
establish the program’s effectiveness.

18

References

Alessa, G. S. (2021). The dimensions of transformational leadership and its organizational
effects in public universities in Saudi Arabia: A systematic review. Frontiers in
Psychology, 12. https://doi.org/10.3389/fpsyg.2021.682092
Arenas, F. J. (2019). A casebook of transformational and transactional leadership. Taylor and
Francis.
Beaudoin, J. (2020). Global supply chain trends and emerging technologies in the internet of un-
secure things. Defense Transportation Journal, 76(5), 20-26.
Betz, F. (2016). Strategic thinking: A comprehensive guide. Emerald Group Publishing Limited.
Bhattacharyya, S., & Jha, S. (2018). Strategic leadership models and theories: Indian
perspectives. Emerald Publishing Limited.
British Psychological Society. (2018). BPS Code of Ethics and Conduct.
https://www.bps.org.uk/guideline/code-ethics-and-conduct
Caldwell, C., & Hayes, L. A. (2016). Self-efficacy and self-awareness: Moral insights to
increased leader effectiveness. Journal of Management Development, 35(9), 1163-1173.
Calvert, D. (2014, Nov. 2014). 7 tips for communicating with clarity. LinkedIn.
https://www.linkedin.com/pulse/20141124154010-7245993-7-tips-for-communicating-
with-clarity
Cherry, K. (2023, Apr. 14). The incentive theory of motivation. Very Well Mind.
https://www.verywellmind.com/the-incentive-theory-of-motivation-2795382
Chummun, B., & Nleya, L. (2021). Effect of strategic leadership capabilities on the development
of organizational citizenship behavior. Problems and Perspectives in Management, 19(4),
97–109.

19
Clarke, A. E., Friese, C., & Washburn, R. S. (2017). Situational analysis: Grounded theory after
the interpretive turn. SAGE Publications.
De Beer Leon, T., Rabie Gerhard, H., & Oosthuizen Adele. (2018). Investigating cyberloafing,
organisational justice, work engagement and organisational trust of South African retail
and manufacturing employees. SA Journal of Human Resource Management, 16(1),
1–11.
Didner, P. (2022, May 17). 6 steps to develop your strategic thinking skills. LinkedIn.
https://www.linkedin.com/pulse/6-steps-develop-your-strategic-thinking-skills-pam-
didner
Dornfeld, D. A. (2014). Moving toward green and sustainable manufacturing. International
Journal of Precision Engineering and Manufacturing-Green Technology, 1, 63-66.
https://doi.org/10.1007/s40684-014-0010-7
Dugan. J. (2017). Leadership theory. Hoboken, New Jersey: Wiley.
Emily, M., & Robert, Y. (2021). Understanding the theories and interventions of motivation in
organization development. Munich Personal RePEc Archive. https://mpra.ub.uni-
muenchen.de/108001/1/MPRA_paper_108001.pdf
Fordham, A. E., & Robinson, G. M. (2018). Mapping meanings of corporate social responsibility
– an Australian case study. International Journal of Corporate Social Responsibility,
3(14). https://doi.org/10.1186/s40991-018-0036-1
Forson, J. A., Ofosu-Dwamena, E., Opoku, R.A., & Adjavon, E. S. (2021). Employee
motivation and job performance: A study of basic school teachers in Ghana. Future
Business Journal, 7(30). https://doi.org/10.1186/s43093-021-00077-6

20
Ginting, M. H., Hasibuan, R., Lubis, M., & Alanjani, F. (2018). Utilization of avocado seeds as
bioplastic films filler chitosan and ethylene glycol plasticizer. Asian Journal of
Chemistry, 30(7), 1569-1573.
Goleman, D. (2005). Emotional intelligence. New York: Bantam Publication.
Goleman, D. (2000). Emotional intelligence: Issues in paradigm building. In, D. Goleman and C.
Cherniss (Eds.), The emotionally intelligent workplace: How to select for, measure, and
improve emotional intelligence in individuals, groups, and organizations (1-13). San
Francisco, CA: Jossey-Bass.
Gonzalez, G. (2023). Why employee buy-in is important and how it sets your company apart.
https://blog.growthinstitute.com/great-game-business/employee-buy-in-company
Goodman, S. G. (2018). Gale researcher guide for: Value- and incentive-theories of motivation.
Gale, Cengage Learning.
Gonzalez, G. (n.d.). Why employee buy-in is importance, and how it sets your company apart.
Growth Institute. https://blog.growthinstitute.com/great-game-business/employee-buy-in-
company
Guthrie, G. (2023, Feb. 8). The 7 stages of the product development lifecycle explained. NULAB.
https://nulab.com/learn/design-and-ux/the-7-stages-of-the-product-development-
lifecycle-explained
Harappa. (2021). Strategic leadership: Definition, types, and examples.
https://harappa.education/harappa-diaries/strategic-leadership
Hubbart, J. A. (2023). Organizational change: Considering truth and buy-in. Administrative
Sciences, 13(1), 3. https://doi.org/10.3390/admsci13010003

21

Hughes, R. L., & Beatty, K. M. (2011). Becoming a strategic leader: Your role in your
organization’s enduring success. Wiley.
IBM. (2023). What is sustainability in business? https://www.ibm.com/topics/business-
sustainability
IntroBooks. (2018). Incentive theory and motivation. Introbooks.
Khan, A., Khan, I., & Zakir, Z. (2016). Relationship between employees motivation and turnover
intention: Empirical study of traffic police of District Charsadda. Sarhad Journal of
Management Sciences (SJMS), 2(2). doi:10.31529/sjms.2016.2.2.2
Khan, H., Rehmat, M., Butt, T., Farooqi, S., & Asim, J. (2020). Impact of transformational
leadership on work performance, burnout and social loafing: a mediation model. Future
Business Journal, 6(40). https://doi.org/10.1186/s43093-020-00043-8
Lai, F., Tang, H., Lu, S., Lee, Y., & Lin, C. (2020). Transformational leadership and job
performance: The mediating role of work engagement. SAGE Open.
https://doi.org/10.1177/2158244019899085
Liu, W., & Liu, Y. (2021). The impact of incentives on job performance, business cycle, and
population health in emerging economies. Frontiers in Public Health, 9. doi:
10.3389/fpubh.2021.778101
Madenburg, S. (2022). Supply chain audit: Key risk, guidance, and sample questions. Audit
Board. https://www.auditboard.com/blog/supply-chain-audit-key-risks-guidance-
questions
Nyame-Asiamah, F., & Kawalek, P. (2020). Sustainability and consumer behavior: Toward a
cohered emergent theory. In Seifi S. (Ed), The Palgrave handbook of corporate social
responsibility. Palgrave Macmillan. https://doi.org/10.1007/978-3-030-22438-7_23-2

22
O’Regan, N., & Lehmann, U. (2008). The impact of strategy, leadership, and culture on
organizational performance: A case study of an SME. International Journal of Process
Management and Benchmarking, 2(4). doi:10.1504/IJPMB.2008.021790
Pasula, M., Nerandzic, B., & Radosevic, M. (2013). Internal audit of the supply chain
management in function of cost reduction of the company. Journal of Engineering
Management and Competitiveness, 3(1), 32-36.
Perry, R. P., & Hamm, J. M. (2017). An attribution perspective on competence and motivation:
Theory and treatment interventions. In A. Elliot, C. Dweck, & d. Yeager (Eds.),
Handbook of competence and motivation. Guilford Press.
Rothauer, D. (2018). Vision & strategy: Strategic thinking for creative and social entrepreneurs.
Walter de Gruyter GmbH.
Samimi, M., Cortes, A. F., Anderson, M. H., & Herrmann, P. (2018). What is strategic
leadership? Developing a framework for future research. The Leadership Quarterly,
33(3). https://doi.org/10.1016/j.leaqua.2019.101353
Schaedler. L., Graf-Vlachy, L., & König. A. (2022). Strategic leadership in organizational crises:
A review and research agenda. Long Range Planning, 55(2).
https://www.sciencedirect.com/science/article/pii/S002463012100087X
Siok, T. H., Sim, M. S., & Rahmat, N. H. (2023). Motivation to learn online: An analysis from
Mcclelland’s theory of needs. International Journal of Academic Research in Business
and Social Sciences, 13(3), 215 – 234.
Siqueira, L., Arias, C. I., Maniglia, B. C., & Tadini, C. C. (2021). Starch-based biodegradable
plastics: Methods of production, challenges and future perspectives. Current Opinion in
Food Science, 38, 122-130. https://doi.org/10.1016/j.cofs.2020.10.020

23
Strakova, J., Partiova, P., Dobrovic, J., & Vachal, J. (2018). Situational analysis and its role in the
process of strategic business management. Polish Journal of Management Studies, 18(1),
353-364.
Thakur, A. (2023). Market trends and analysis of blockchain technology in supply chain.
Frontiers in Blockchain, 6. https://doi.org/10.3389/fbloc.2023.1142599
Tompkins, J. A., & Harmelink, D. A. (2004). The supply chain handbook. Tompkins Press.
Truxillo, D., Bauer, T. & Erdogan, B. (2021). Psychology and work. Taylor & Francis. 
US Sustainability Alliance. (n.d.). Environmental sustainability.
https://thesustainabilityalliance.us/environmental-sustainability
Varma, C. (2018). Importance of employee motivation & job satisfaction for organizational
performance. International Journal of Social Science & Interdisciplinary Research, 6(2),
10-20.
Wahyanto, T., Supriyanto, S., Damayanti, N., Hartini, S., & Lestari, R. (2020). People equity
model as an effort to increase employee’s intention to stay. Journal of Public Health
Research, 9. https://journals.sagepub.com/doi/pdf/10.4081/jphr.2020.1843
Wheeler, A. (2018). Crisis communications management. Emerald Publishing Limited.
Yaneva, M. (2018). Employee satisfaction vs. employee engagement vs. employee NPS.
European Journal of Economics and Business Studies, 4(1), 221-227.
Zboja, J. J., Jackson, R. W., & Grimes-Rose, M. (2020). An expectancy theory perspective of
volunteerism: the roles of powerlessness, attitude toward charitable organizations, and
attitude toward helping others. International Review on Public and Nonprofit Marketing,
17(4), 493-507. doi: 10.1007/s12208-020-00260-5