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Cambridge Impact Leadership Model

The Cambridge Impact Leadership Model describes the leadership we need to deliver value for business, society and the environment.

Many traditional leadership frameworks focus on helping leaders succeed within current economic and social systems, rather than on transforming these systems. By not acknowledging challenges such as tackling short-termism, setting targets informed by science, and delivering against societal expectation, such frameworks do not equip leaders to tackle global issues and shape the future we want. 

Informed by our work with over 9,000 leaders internationally, the Cambridge Impact Leadership Model describes the leadership we need to deliver value for business, society and the environment.


Visit our Leadership Hub and learn more about how we can help your company lead change towards a sustainable economy.

 

What should leadership be?


Guided by a purpose to align business success with the delivery of positive social and environmental outcomes


A purpose that:

  • contributes to system level change
  • is holistic, spanning the breadth of the business’s activities
  • is authentic, so that senior leaders walk the talk
  • shapes business strategy, ie is a driving force for decision-making 

Built on thinking, values and practice to deliver on this purpose


Thinking

developing the contextual insight, mindset and knowledge base necessary for innovating new forms of commercial and societal value


Values

developing the values, sense of agency and worldview consistent with achieving purposeful leadership


Practice

nurturing the leadership practices, specific skills, and the personal resilience to experiment and deliver results in line with purpose

Continually reflecting and adapting, holding itself accountable to deliver results


  • ensuring consistency and integrity
  • letting go and ‘unlearning’ historic or legacy practices or approaches that are no longer fit for purpose in the context of new evidence and insight
  • ensuring that the level of ambition is determined by what is needed and that targets are set according to the latest science, rather than what is currently convenient or possible
  • seeking out, analysing and sharing data and evidence of progress – and being willing to adapt and evolve targets and strategies in line with this 

   

Cambridge Impact Leadership Model


Cambridge Impact Leadership Model