Introduction

The predominant Achilles heel of leadership research in the last century has been researchers’ overreliance on data and models from the minority world1 (Henrich et al., 2010). Such reliance has often been paired with research in leadership that reifies messianic notions of leadership and traditional power structures of domination (Shriberg, 2012; Western, 2013). It is more common than not for scholars to focus on the minority world, and research on leadership for sustainability does not provide an exception to this pattern (Cui, 2017). A few exceptions in the realm of leadership for sustainability ...

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