Enhancing the impact of transformational leadership on sustainability through agility and resilience with application of Lewins change model in sustainable manufacturing
Abstract This study investigates the role of transformational leadership in enhancing organizational agility, resilience, and sustainability in B2B manufacturing, focusing on packaging companies in Caraga, Philippines. Drawing on Lewin’s Change Model, it examines how leadership-driven transformation...
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| Main Author: | |
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| Format: | Article |
| Language: | English |
| Published: |
Springer
2025-08-01
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| Series: | Discover Sustainability |
| Subjects: | |
| Online Access: | https://doi.org/10.1007/s43621-025-01736-2 |
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| Summary: | Abstract This study investigates the role of transformational leadership in enhancing organizational agility, resilience, and sustainability in B2B manufacturing, focusing on packaging companies in Caraga, Philippines. Drawing on Lewin’s Change Model, it examines how leadership-driven transformation fosters adaptability and long-term sustainability under competitive pressure. A quantitative design was applied using data from 367 middle- and top-level managers selected through purposive sampling. Structural Equation Modeling (SEM) via SmartPLS was used to test the measurement and structural models, including hypotheses and serial mediation effects. The structural model results show that three out of four direct hypotheses are statistically significant: transformational leadership significantly influences organizational agility, organizational agility significantly affects organizational resilience, and transformational leadership directly impacts organizational sustainability. However, the direct effect of organizational resilience on sustainability is not significant. Despite this, the serial mediation analysis reveals a significant indirect effect of transformational leadership on sustainability through agility and resilience, indicating that the mediation path holds overall statistical support. By applying Lewin’s Change Model, the study illustrates how transformational leadership initiates change (“unfreezing”), enables agility and resilience (“moving”), and embeds sustainable practices (“refreezing”). This integration provides a nuanced view of how leadership facilitates organizational adaptation in dynamic environments. Beyond leadership training, organizations, particularly in resource-intensive sectors should invest in digital capabilities, decentralized structures, and employee well-being. Policymakers can support sustainability through incentives, while industry associations may promote cross-sector learning. The findings are based on one region and industry, limiting generalizability. Future research could explore other sectors or adopt longitudinal approaches to track change over time. |
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| ISSN: | 2662-9984 |