عنوان مجله 1 Serial Number 2 2024 10 01 Developing a Transformational Framework for Sustainable Leadership Systems in Volatile Business Environments Developing a Transformational Framework for Sustainable Leadership Systems in Volatile Business Environments 1 11 EN Journal Article <p>This study aimed to develop a qualitative transformational framework explaining how sustainable leadership systems are formed, adapted, and institutionalized in volatile business environments.</p> <p>&nbsp;This qualitative study was conducted using an exploratory thematic design based on semi-structured interviews with 24 senior executives, strategic managers, sustainability officers, and organizational development specialists working in medium and large business organizations in Tehran. Participants were selected through purposive sampling because of their direct experience with leadership, strategic adaptation, crisis management, and sustainability-oriented organizational change. Data collection continued until theoretical saturation was reached after the twenty-first interview, and three additional interviews were conducted to confirm the stability of the emerging categories. The interviews lasted between 45 and 75 minutes, were audio-recorded with participant consent, transcribed verbatim, and analyzed using NVivo software. Data analysis followed iterative coding procedures, including open coding, axial categorization, constant comparison, memo writing, and theme refinement. The findings revealed five main categories that explain the development of sustainable leadership systems in volatile environments: strategic environmental sensemaking, values-based leadership orientation, adaptive capability orchestration, stakeholder-centered decision architecture, and institutionalization of sustainability routines. Participants emphasized that sustainable leadership in volatile markets cannot be reduced to individual leader traits; rather, it emerges as a systemic capability through which organizations interpret uncertainty, protect core values, reconfigure resources, maintain stakeholder trust, and embed long-term responsibility into daily decisions. Interview quotations showed that executives perceived volatility not only as a threat but also as a stimulus for redesigning leadership routines, decentralizing authority, strengthening learning mechanisms, and integrating economic, social, and environmental priorities. The study concludes that sustainable leadership systems develop when organizations transform leadership from a position-based function into a distributed, values-driven, and adaptive system. The proposed framework shows that sustainable leadership in volatile environments depends on the integration of strategic sensemaking, ethical commitment, dynamic capabilities, stakeholder engagement, and routinized learning. These findings contribute to leadership and sustainability literature by clarifying the internal mechanisms through which organizations move from reactive crisis response toward transformational resilience and long-term value creation.</p> https://www.msels.com/index.php/msels/article/download/15/13