An investigation of sustainable leadership practices of port executive in the Port of Durban.

Abstract

Ship and port activities in a port such as Durban in South Africa are key in ensuring sustainability and growth of the economy in acceptable ways that meet the needs of industries and all citizens. While the practices of sustainability by strategic leaders of a port are critical in ensuring sustainable operations in every part of port activity, little is known about what members of the port executive actually do when it comes to leading sustainability at the port of Durban in South Africa. The objective of this qualitative study is to explore the sustainable leadership practices of Port Executives at the Port of Durban in South Africa. This exploratory study was conducted using qualitative in-depth interviews with nine experienced members of the port executive to explore their day-to-day practices of sustainable leadership in the port environment with multiple stakeholders whose activities have various environmental impacts at societal level while others relate to organisational sustainability of the port of Durban. The participants in this study were selected using purposive sampling technique because they are involved in shaping the strategic direction of shipping and port activities which affect sustainability and operations in the long term. Data were gathered using semi structured interviews and analysed using thematic analysis to get dominant themes depicting sustainable leadership practices, practices of reinforcing green management, challenges of becoming sustainable leaders and key competences of sustainable leadership of a hybrid port. Results reveal a variety of four sustainable leadership practices by port executives at the port of Durban. These include prioritisation of environmental sustainability, commitment to strategic partnerships, strategic thinking about the business and people, and community building and corporate social responsibility. The key gaps in the sustainable leadership practice of port executive include silo behaviour, poor communication and strategic failure to develop green human capital. Port executives enforced green management practices by driving and reinforcing waste management practices and green innovation. However, this was predominantly operational, weak, but also poorly strategized to create and develop a lasting sustainability culture at the port. More importantly, lack of sustainability literacy within the upper echelon and sustainability expertise among employees undermined the practice of sustainable leadership by Port Executive. The study has proposed a framework of sustainable leadership competences for a port and also areas of future research.