23 October 2025 - In an age of disruption, business leaders are navigating converging pressures — climate instability, social inequality, digital transformation, and shifting investor expectations. For many, sustainability has moved from the margins to the centre of strategy, not only as a moral imperative but as a drive of competitiveness and innovation.
The University of Cambridge Institute for Sustainability Leadership (CISL) has long argued that the leaders who will compete and thrive in this context are those able to shape markets that deliver positive outcomes for people, nature and climate. But what does that leadership actually look like in practice?
We posed this question to the first cohort of our fully online Postgraduate Certificate in Sustainable Business. The cohort comprises established and emerging leaders from around the world who have already begun their journey to embedding sustainability into the core of their leadership style, and are now formalising that with this accredited programme. Their responses offer a powerful, real-world perspective on what sustainability leadership looks like across industries and geographies.
Drawing on their diverse professional backgrounds, many see sustainability not just as a responsibility but as a powerful driver for innovation and leadership. By building cross-sectoral knowledge and expanding their impact beyond current industries, they are actively turning challenges into opportunities. This mindset reflects a shift from reactive problem-solving to proactive strategy, where sustainability becomes central to shaping future-ready organisations.
Whilst these insights are drawn directly from our students, you can read CISL’s own position on the leadership required from business to compete in the age of disruption here: Competing in the Age of Disruption and in our Leadership Framework.
- Balancing vision with realism: Sustainability leadership begins with ambition, but not blind ambition. As one student put it, it’s about “the ambition versus realism piece.” Leaders must set bold goals that inspire transformation, while remaining grounded in what is achievable. This balance is critical for maintaining credibility and momentum.
- Purpose-driven leadership: Purpose-driven leadership is not about lofty mission statements — it’s about clarity of direction. Leaders who articulate a compelling sustainability purpose align their organisations around shared priorities, unlock innovation, and strengthen resilience. Purpose becomes a source of competitive edge, guiding decision-making through uncertainty.
- Driving change and awareness: Leaders are not passive observers. They are change agents who “bring ideas to reality” and raise awareness across their organisations. They challenge the status quo and mobilise others to act, often serving as internal champions for sustainability initiatives.
- Courage and resilience: Sustainability leadership requires courage, especially when pushing against entrenched norms. It also demands resilience. As one student noted, it’s about “not being afraid” and taking “one step after the other.” Progress may be incremental, but persistence is key.
- Collaboration and collective action: No leader can drive sustainability alone. Effective leadership is deeply collaborative, involving “bringing people together” and “enabling teams to deliver on a common goal.” These leaders understand the power of collective action and build coalitions across departments, sectors, and borders.
- Authenticity and everyday practice: Sustainability is not just a strategy—it’s a way of being. Leaders must “live it every day,” modelling sustainable behaviours and values consistently. Visibility and authenticity build trust and inspire others to follow suit.
- Systems thinking and policy influence: True sustainability leadership goes beyond the boundaries of the organisation. It involves “unlocking policy settings” and understanding the broader systems—economic, environmental, and social—that shape business outcomes. These leaders push for systemic change with empathy and insight.
- Innovation and continuous learning: Sustainability is a dynamic field, and leaders must foster a culture of “continuous learning.” They encourage experimentation, support innovative solutions, and aren’t afraid to challenge conventional thinking. This mindset is essential for navigating uncertainty and staying ahead of emerging trends.
- Integration into business practices: Sustainability leadership is not about adding another layer to business—it’s about transformation. Leaders focus on “embedding sustainability into business as usual,” shifting from volume-driven models to those that prioritise value creation and preservation. This integration is where real impact happens.
- Measurement and accountability: Finally, sustainability leaders embrace transparency. They see “reporting as a facilitator for transformation”, using metrics not just to comply, but to learn, improve, and hold themselves accountable. Measurement becomes a tool for strategic alignment and continuous progress.
Applied leadership: Lessons from the field
Taken together, these insights form a compelling definition of sustainability leadership: a purposeful, courageous, and collaborative approach to driving change across industries and markets which is mirrors in CISL’s Competing in the Age of Disruption paper. It calls for leaders to balance ambition with pragmatism, integrates sustainability into everyday business practices rather than seeing them as a peripheral concern, and fosters innovation, learning, and accountability. Under this definition, leaders act with empathy, influence policy, and unite people to achieve a better future that is cleaner, fairer and able to deliver prosperity.
