Do we need a new kind of leader?

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Presentation – Influence for Leaders in Sustainability by Guðbjörg Eggertsdóttir

If you meant Brené Brown, she’s a renowned researcher and author known for her work on leadership, vulnerability, courage, and empathy. Her approach to leadership emphasizes authenticity and emotional intelligence rather than authority or control.

Key ideas from Brené Brown’s leadership philosophy include:

Daring Leadership – True leaders are those who are willing to step into uncertainty and risk emotional exposure. They lead with courage, not perfection.
Vulnerability as Strength – Being open about challenges and emotions fosters trust and connection within teams.
Empathy and Connection – Effective leaders listen deeply and create environments where people feel seen and valued.
Living into Values – Leaders must identify their core values and align their actions with them consistently.
Rumbling with Tough Conversations – Courageous leaders don’t avoid difficult discussions; they approach them with respect and honesty.
Wholehearted Leadership – Leadership is about showing up fully, embracing imperfection, and inspiring others to do the same.

Her books like Dare to Lead and The Gifts of Imperfection are foundational for anyone wanting to cultivate compassionate, resilient leadership.

John Maxwell is one of the most influential voices in modern leadership development. His philosophy centers on the idea that leadership is influence—nothing more, nothing less. He teaches that leadership is not about titles or positions but about the ability to positively impact others.

Key principles from John Maxwell’s leadership teachings include:

The Law of the Lid – Leadership ability determines a person’s level of effectiveness. The higher your leadership capacity, the greater your potential impact.
The Law of Influence – True leadership cannot be mandated; it must be earned through trust, respect, and consistency.
The Law of Process – Leadership develops daily, not in a day. Growth is a continuous journey of learning and self-improvement.
The Law of Navigation – Leaders chart the course and help others see the path forward, even through uncertainty.
The Law of Addition – Great leaders add value to others by serving them, not by seeking personal gain.
The Law of Solid Ground – Trust is the foundation of leadership; without integrity, influence crumbles.
The Law of Respect – People naturally follow leaders who are stronger and more capable than themselves.
The Law of Empowerment – Secure leaders give power to others, helping them grow and succeed.

His books, such as The 21 Irrefutable Laws of Leadership and Developing the Leader Within You, are widely used in leadership training and personal development programs around the world.

Daniel Goleman is best known for introducing the concept of Emotional Intelligence (EI) and its crucial role in effective leadership. He argues that technical skills and IQ are important, but emotional intelligence distinguishes great leaders from average ones.

Key ideas from Daniel Goleman’s leadership philosophy include:

Emotional Intelligence Components
- Self-Awareness: Understanding your emotions and how they affect your behavior and decisions.
- Self-Regulation: Managing impulses, staying calm under pressure, and maintaining integrity.
- Motivation: Being driven by inner goals and purpose rather than external rewards.
- Empathy: Recognizing and understanding others’ emotions to build strong relationships.
- Social Skills: Communicating effectively, resolving conflicts, and inspiring collaboration.
Leadership Styles (from his Harvard Business Review work)
- Coercive: Demands immediate compliance; effective in crises but can harm morale.
- Authoritative: Inspires with a clear vision and direction; highly effective for motivating teams.
- Affiliative: Focuses on emotional bonds and harmony; builds trust and loyalty.
- Democratic: Values input and participation; fosters engagement and creativity.
- Pacesetting: Sets high standards and leads by example; works best with highly competent teams.
- Coaching: Develops people for the future; strengthens long-term performance and growth.

Goleman emphasizes that the best leaders adapt their style to the situation and the needs of their team, always grounded in emotional intelligence. His books, such as Emotional Intelligence and Primal Leadership, are foundational texts for understanding the human side of leadership.

Presentation – Leadership by Guðbjörg Eggertsdóttir

The Learning Organisation and Sustainability in Denmark: A Deep Perspective

In Denmark, the evolution of the learning organisation has become closely intertwined with sustainability—not only environmental sustainability but also social and economic renewal. Danish organisations increasingly view learning as the foundation for sustainable transformation, where knowledge, reflection, and innovation drive responsible growth and long-term resilience.

1. Learning as the Engine of Sustainable Transformation

Sustainability requires continuous adaptation to complex, interdependent challenges—climate change, resource scarcity, social inequality, and ethical governance. The learning organisation provides the mindset and structure to navigate this complexity.

Systems Thinking for Sustainability: Danish organisations use systems thinking to understand how environmental, social, and economic systems interact. This helps identify leverage points for sustainable change rather than isolated fixes.
Collective Learning for Shared Responsibility: Sustainability is treated as a shared learning journey across departments, sectors, and communities. Employees, leaders, and stakeholders co-create solutions through dialogue and experimentation.
Reflective Practice: Regular reflection cycles help organisations assess the impact of their actions on people and the planet, fostering accountability and continuous improvement.

2. Integration of the UN Sustainable Development Goals (SDGs)

Denmark has been a global frontrunner in aligning organisational learning with the UN SDGs. Many Danish companies and public institutions use the SDGs as a learning framework—a way to guide innovation, strategy, and culture.

Strategic Learning: Organisations like Novo Nordisk and Ørsted integrate sustainability goals into their learning and leadership programs, ensuring that employees understand how their daily work contributes to global objectives.
Cross-Sector Collaboration: Learning partnerships between universities, municipalities, and businesses explore how to operationalise the SDGs through research, education, and practice.
Measurement and Reflection: Learning systems include sustainability metrics, encouraging teams to reflect on progress and adapt strategies based on real-world outcomes.

3. Organisational Culture: From Efficiency to Regeneration

Traditional learning organisations focused on efficiency and adaptability. The sustainable learning organisation in Denmark goes further—it seeks regeneration, meaning it aims to restore and enrich the systems it touches.

Values-Based Learning: Sustainability is embedded in organisational values, shaping decision-making and behaviour.
Ethical Reflection: Learning includes moral inquiry—how choices affect future generations, ecosystems, and communities.
Circular Thinking: Employees learn to design processes and products that minimize waste and maximize reuse, aligning with Denmark’s strong circular economy initiatives.

This shift transforms learning from a technical process into a moral and ecological practice.

4. Leadership and Sustainability Mindset

Danish leadership development increasingly integrates sustainability as a core learning dimension. Leaders are trained not only to manage performance but to steward systems—balancing business success with societal well-being.

Heartful Leadership: Emotional intelligence, empathy, and mindfulness are cultivated to support ethical decision-making and compassionate leadership.
Learning for Stewardship: Leaders learn to see themselves as caretakers of both organisational and ecological systems.
Dialogue and Inclusion: Leadership learning emphasises listening, co-creation, and participatory governance—ensuring that sustainability is a collective responsibility.

5. Learning Ecosystems for Sustainable Innovation

Sustainability challenges are too complex for any single organisation to solve alone. Denmark’s learning organisations thrive in ecosystems—networks of collaboration that connect business, academia, government, and civil society.

Innovation Hubs and Labs: Initiatives like BLOXHUB in Copenhagen bring together architects, engineers, and entrepreneurs to co-learn and co-create sustainable urban solutions.
Public-Private Learning Partnerships: Municipalities collaborate with companies and universities to test sustainable practices in real-world settings.
Community Learning: Local communities engage in participatory learning projects around renewable energy, waste reduction, and social inclusion.

These ecosystems embody the principle that sustainability emerges from collective intelligence—learning across boundaries.

6. Digital and Green Learning Integration

Digitalisation supports sustainability learning by enabling data-driven insights and scalable education.

Green Skills Development: Danish organisations invest in upskilling employees in renewable energy, circular design, and sustainable production.
Virtual Learning Platforms: Online learning tools reduce travel emissions and make sustainability education accessible to all.
Data for Reflection: Digital dashboards track environmental and social performance, turning data into learning opportunities.

Technology thus becomes a bridge between learning and sustainable action.

7. The Human Dimension: Well-being and Meaning

Sustainability in Denmark is not only about the planet—it’s also about people. The learning organisation nurtures human sustainability by promoting well-being, inclusion, and purpose.

Work-Life Balance: Flexible learning and working models support mental health and engagement.
Inclusive Learning: Everyone, regardless of role or background, is invited to contribute ideas and learn.
Purpose-Driven Work: Employees connect their personal values with the organisation’s sustainability mission, creating deeper motivation and meaning.

This human-centred approach ensures that sustainability is lived, not just managed.

8. The Emerging Paradigm: Regenerative Learning Organisations

The next stage in Denmark’s evolution is the regenerative learning organisation—one that not only sustains but heals and renews.

It learns from nature’s principles—diversity, resilience, and interdependence.
It designs systems that give back more than they take.
It cultivates consciousness—helping people see themselves as part of a living, interconnected world.

This paradigm blends sustainability, learning, and heartfulness into a unified practice of organisational and societal renewal.

In essence, sustainability in Danish learning organisations is not an add-on—it is the purpose of learning itself. Learning becomes the process through which organisations evolve toward harmony with their environment, their people, and their future.