Sustainable Leadership and Supply Chain Management in the Manufacturing Sector: A Multiple-Case Study

Abstract

This qualitative multiple-case study explored how senior leadership in mid-sized manufacturing firms in the United States engages in sustainable supply chain management to address the persistent problem of limited leadership involvement in advancing sustainability practices. The study examined how this lack of engagement constraints operational efficiency, regulatory compliance, and long-term competitiveness, while also affecting broader societal goals related to environmental and social responsibility. Guided by transformational leadership theory, stakeholder theory, and the triple bottom line framework, the research examined leadership strategies, stakeholder collaboration, and cultural dynamics that facilitate or hinder the adoption of sustainability. Data were collected through semi-structured virtual interviews with 17 senior leaders, including chief executive officers, chief operating officers, and supply chain directors, and analyzed using thematic analysis in NVivo. The findings revealed that leaders overcame adoption challenges by diversifying their supplier base, integrating sustainability into strategic decision-making, and leveraging innovation to build resilience. Leadership effectiveness was enhanced by long-term vision, adaptive decision-making, and collaborative approaches, while cultural alignment was strengthened through shared purpose, values, and recognition systems. The study concludes that senior leadership is central to embedding sustainability in supply chains, with implications for practice that emphasize leadership development, cross-sector collaboration, and supplier partnerships. It also recommends future research across industries and leadership levels, using longitudinal and mixed-method approaches to explore how organizational culture interacts with external pressures in advancing sustainable supply chain management.