Abstract:
Global supply chain disruptions have intensified the need for MNCs, particularly in
developing economies such as South Africa, to consider balancing regulatory
pressures with long-term sustainable practices. The research examined the
intersection of environmental, social, and regulatory pressures and how responsible
leaders in MNCs could balance these demands while achieving a long-term
competitive advantage and fostering ethical, sustainable supply chains. The research
approach used was inductive to develop patterns and themes based on the qualitative
data collected.
Data was collected from twelve interview participants focused on six elements of
sustainable leadership practices. The defined questions gave flexibility in elaborating
on the responses while providing depth and richness. Ten themes emerged from the
study, showing how leaders in supply chain management address sustainability issues
in procurement and supplier relations and overcome barriers to operations and
sustainability. Participant responses underlined the need to incorporate sustainability
into an organisation's critical processes, where managers should help advance
sustainable initiatives supported by KPIs, decision-making tools, and supplier
relationships.
Moreover, the findings of this research study underscore that responsible leadership
is crucial for long-term success at multi-tiers of supply relationships. Similarly, leaders
who strategically adopt ethics, teamwork, and sustainability are better prepared to
navigate socioeconomic and environmental dynamics in the business environment.
