A sustainable work environment? Exploring harmonies and tensions in the role of sustainability leaders in architectural and building consultancy firms

Abstract

Sustainability leaders are leading the development toward a sustainable society. Their responsibilities are constantly increasing with the growing demand for exper- tise in all parts of the organisations. Previous studies have examined how the role has evolved and the challenges they experience. However, the effect on their work environment and their view of the role remains unclear. This thesis aims to inves- tigate the harmonies and tensions that sustainability leaders in consultancy firms within the building sector experience with a focus on organisational structures and practices. Highlighting what should be nurtured or improved expands the basis for how the role could develop in the future. An abductive qualitative approach was applied, based on semi-structured interviews with nine sustainability leaders and two HR professionals. The collected data were analysed with activity theory with focus on tensions and the complemented concept of harmonies. The findings in- dicate harmonies relating to inter-organisational networks and leaders’ passion for sustainability work, as well as tensions relating to increasing responsibilities, the broad need for expertise, limited personnel resources and challenges relating to the consultancy profession. The relationship between creativity and sustainability work is explored, and structures that promote or inhibit both are discussed. It is con- cluded that sustainability leaders are drawn to a creative and innovative profession that is transforming toward a more controlling function with increasing reporting demands, which decreases flexibility and creative space within the role. To ensure a sustainable work environment for sustainability leaders, their networks and passion should be nurtured, and consideration should be given to the tension between their expectations of the role, what they want to accomplish, and the direction in which the role is developing. The resources allocated to them should reflect the scale of their responsibilities, and the relationships with management and colleagues develop to ensure supportive, collaborative structures within the organisation. Keywords: sustainability leader, work environment, organisational structures, prac- tices, creativity, activity theory, harmonies, tensions.