In the contemporary world, government leadership should consider integrating concepts relating to organizational change and sustainability in order to ensure that government activities have oriented towards comprehensive change and sustainable development (Gitsham 2009). The government through its leadership is meant to instigate sustainability starting at the local government in order to guarantee sustainable development at all government spheres (Hind, Wilson & Lenssen 2009). However, in order for the government to achieve integration of sustainability into its projects on development, organizational change is a necessity that the government should embrace (Shani, Pasmore & Woodman, 2012). The three elements are the starting points towards the creation of sustainable development while still alleviating poverty at the lower levels of government.

Strategic planning and re-engineering approaches to the development through government leadership usually fail to accomplish their intended objectives, owing to the perspectives that reflect in decision making (Dean 2003). The resistance that government leadership offers towards any approaches that may contribute to the enhancement and upholding of sustainable projects can be associated to the failure to embrace organizational change. The failure to embrace change is usually observed or reflected in the manner in which government leaders present their decisions and activity patterns (Buchanan, Fitzgerald & Ketley 2007). The cultural traits that the government leaders hold serve as barriers towards re-engineering, which embraces concepts of sustainable development. These cultural traits or outdated perspectives on decision making thwart all efforts directed towards implementation of sustainability measures, and creation of sustainable governments (Shani, Pasmore & Woodman, 2012). The conflict that develops between the introduction of sustainability measures and poor government leadership leads to poor performance of sustainable development measures (Hind, Wilson & Lenssen 2009). Sustainability initiatives that the government leaders engage in ought to concentrate on changing the organizational culture existent in these organizations, in order to prevent rebound effects associated with failed change initiatives.

Sustainability-change leaders have to discover the key leverage points in order for them to conquer resistance towards change and effectively transform organizational culture. The leverage points in the government systems are measured to be extremely influential since shifts in these points produce significant changes within these systems (Dean 2003).  According to research, changes within the governing bodies generate the most significant leverage for revolution towards sustainability. Governance comprises of three imperative factors, which shape human existence. The three factors comprise of access to information, decision making and enforcement and distribution of affluence and resources. Government leaders have access to all these factors, which implies that they have the capability to effect organizational change and sustainability at every government unit (Buchanan, Fitzgerald & Ketley 2007). The government leadership possesses the relevant information, which may shape human existence through generation of informed decisions within the government. The existent pattern of governance influence core purpose within the society, which makes the government through good leadership a vehicle that, can see through the implementation of sustainability measures and organizational changes (Hodge, Desbiens & Turcotte, 2008).

The launching of sustainability-based goals and beliefs can trigger corresponding events that lead to the collapse of old governance pattern and the beginning of new and strategic patterns. The concept embraces the element of organizational change in which the government is transformed into an improved system through effective government leadership. Government leadership ought to understand that equitable distribution of affluence and resources augments motivation and dedications towards a common goal. These serve as the means to conquering resistance towards transformation and unleashing human potential towards sustainability. Governance systems have to be modified if a system seeks to shift towards sustainability since decision-making, information and resource and wealth distribution mechanisms within sustainability-oriented systems have to be deeply dissimilar from the same factors in the old model (Dean 2003). Government leadership should focus on the support of human development and interest and the transformation towards sustainability in lifestyles, consumption and business. However, for the government leadership and its systems to realize the following aims, it must embrace organizational change, which in the case of the government is systematic (Dean 2003).

According to literature, the key challenges that relate to sustainability are usually long-term, extremely complex and require more strategic and systematic responses. Government leadership that focuses on sustainability and systematic change is the ultimate solution towards the alleviation of the associated challenges. Government leadership should focus on ways in which sustainable business, economics and investment can add in towards positive transformation towards sustainability. Government policies channeled through effective government leadership can be vital in ensuring positive change towards sustainability. These can be conducted through politics of sustainability in which the government is responsible for the formation of sustainable societies. The leadership within the government can institute policy instruments that may be exploited in addressing sustainability challenges.

 Government leadership may also serve as the policy driver towards innovation and change where these factors embrace sustainability elements. Sustainable development within the government entails utilization of competent and inclusive leadership that focuses on decentralization and integration of projects within the created regions (Connor & Dovers, 2004). Government leadership is crucial in the effective management of sustainability elements within the society. The role of government leadership in the development and maintenance of sustainable development is paramount since this role reflects the impact that sustainability will have on future generations (Goehrig 2008). The government has to recognize the relevant agencies that may assist in the implementation of sustainability elements in all spheres of human existence. Nevertheless, the leadership has to consider changes in the protocols followed in undertaking government-related activities. 

Organizational change which is viewed more as systematic change within the government requires transformation in the way of thinking, and attitude towards sustainability although this has to commence with the leadership (Carla, Patricia & Slawek 2012). The shift towards sustainability requires changes in the existent structures and strategies despite the influence that the changes impart on elements related to the older systems. These transformations are driven through sustainable organizations while the government through its leadership is supposed to proffer power and authority in the distribution of the indispensable resources (Carla, Patricia & Slawek 2012).

Lewin's Change Management Model relates to three stages, which designate the change process. The model equates change to transforming the shape of an ice block, which involves the processes of unfreezing, change and refreezing. Considering change as a process with disparate stages, one is capable of preparing and planning on the best strategies to manage the transition. According to the model, there ought to be motivating factors towards change. The initial stage suggests preparations to accept the necessity for change. The stage entails collapse of the existent status quo prior to the establishment of the new system. The step is appropriate in striving towards sustainability in which the government ought to break down the older systems, giving way for the new government leadership that is oriented towards sustainability. The stage involves the challenge of the existent beliefs, values and attitudes towards sustainability. The failure of sustainability initiatives serves as the compelling message that government leadership and organizational change are necessary.

Change follows in the second stage in which individuals or groups commence resolving the challenging matters and employing advanced strategies of achieving their goals. The government leadership is supposed to orient people towards sustainability through the provision of the necessary means. Consequently, people will create beliefs on the same and begin operating in line with the established direction, which in this case is sustainability. However, the process of embracing the transformations is gradual, and later people participate actively. Government leadership exploits its access to information and other resources in ensuring that change transpires to shift towards sustainability.

Refreeze entails internalizing the changes in which the leadership ensures that sustainability is embraced within its systems. At this stage, sustainability initiatives are handled effectively, considering that systematic change has transformed the older systems into a new sustainability-based system.


For sustainability to remain the chief concern, change ought to be sustained through identification and removal of the associated barriers. Government leadership should be flexible in order to initiate organizational change within the government. This will assist in the integration of sustainability goals and ensure effective sustainable development. Government leadership aims at integrating the three imperative factors, which include access to information, decision making and enforcement and allotment of affluence and resources. These will push for integration of sustainability goals and organizational change for effective sustainable development. However, the systematic transformation within the government requires the Lewin's Change Management Model, which entails unfreezing, change and refreezing. The model is effective in the shaping the government by utilizing government leadership as the motivating factor.

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