“We are prone to overestimate how much we understand about the world and to underestimate the role of chance in events.” - Daniel Kahneman In general, business practices related to sustainability can be categorised into two distinct forms. The first is degenerative practices, which deplete or damage natural and social resources over time, often resulting in long-term harm. The second is regenerative models, which aim to restore, renew, and enhance resources, ecosystems, and communities, fostering greater resilience and sustainability. Like a biological system, it refers to the capacity to renew, restore, or bring something into existence again. As businesses face mounting pressure to transition from degenerative practices to sustainable and regenerative models, leadership becomes increasingly important not only to balance social, ecological, and economic value, but to take part in restoring the well-being economy on all three dimensions. Drawing on empirical studies and established frameworks, this chapter delves into the core principles of regenerative leadership, examines the systemic barriers to its widespread adoption, and highlights the crucial role of CEOs and other leaders in an organisation, in driving this transformative change. Co-Author: Eric Coorens, DBA ative Leadership how much we understand about the world and ance in events. or: Eric Coorens, DBA s related to sustainability can be categorised first is degenerative practices, which deplete sources over time, often resulting in long-term ive models, which aim to restore, renew, and and communities, fostering greater resilience ological system, it refers to the capacity to hing into existence again. As businesses face n from degenerative practices to sustainable ship becomes increasingly important not only d economic value, but to take part in restoring three dimensions. es and established frameworks, this chapter Chapter 8 43 Chapter 8. Regenerative Leadership
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