Climate Change Leadership

A Framework for Successful Leadership Practices on Climate Change Across Sectors

by Allyson Frantz (Environmental Studies, '23)

The challenges of climate change require communities to build collective action and nature-based solutions across the private, public, and nonprofit sectors. Such solutions require visionary leaders capable of infusing change into institutions. This research explores sustainable and effective leadership practices in the context of climate change policy by examining traits exhibited by successful leaders in the field. After a broad examination of climate change leaders, the research focuses on the work of five individuals operating nationally and globally: Mostafa Tolba, former Executive Director of the United Nations Environment Programme (UNEP) and facilitator for the 1987 Montreal Protocol; Christiana Figueres, former Executive Secretary of the United Nations Framework Convention on Climate Change (UNFCCC) and negotiator for the 2015 Paris Agreement; Marina Silva, former Minister of the Environment for Brazil and head of the Action Plan for the Prevention and Control of Deforestation in the Amazon; William Peduto, former mayor of Pittsburgh and head of the Pittsburgh Climate Action Plan 3.0 (CAP 3.0); and Mary Barra, Chair and CEO of General Motors (GM) and leader of GM’s sustainability transition model.

From coordinating multinational agreements to heading a market transition toward electric vehicles, each of these leaders exhibits the following characteristics for success: (1) using knowledge and experience to establish credibility, (2) supporting science-driven information, (3) communicating a vision of resiliency and innovation, (4) incentivizing cross-sectoral and grassroots-level collaborations, (5) eliciting affective responses, and (6) developing systems of accountability to produce actionable, long-term plans. With the impacts of climate change already threatening our most vulnerable communities, leaders across sectors can integrate these traits into their work to amplify sustainability efforts.

Using Knowledge and Experience to Establish Credibility

Each leader holds a wealth of institutional knowledge and deep familiarity with their work. This produces respect and legitimacy by ensuring their actions align with their promises and demands. Further, lived experiences contribute to a leader’s ability to empathize and challenge traditional thinking. Each leader gained greater credibility by obtaining an intimate familiarity with the needs of those directly impacted under their leadership.

Supporting Science-Driven Information

With increased credibility, leaders aligned themselves with scientific research, because this ensures that plans are empirically feasible and legitimate. For each leader, a strong scientific consensus spurred forward their respective programs. In complex systems, leaders benefit from relying on scientific evidence to reduce uncertainty.

Communicating a Vision of Resiliency and Innovation

Policies also must be sold to the public and constituents, and oftentimes are developed under adverse circumstances. Each program and policy has been at the forefront of environmental innovation and the leader’s resiliency has inspired systemic changes. At the heart of each plan, there was deliberate work to promote a culture built on ethical and sustainable premises.

Incentivizing Cross-Sectoral and Grassroots-Level Collaborations

Coordination across sectors and with frontline communities ensures that decision-making processes are inclusive and equitable. Purposeful engagement increases representation and empowers local knowledge, which leads to a more comprehensive agreement.

Eliciting Affective Responses

Oftentimes, scientific information does not sell key players, and so eliciting affective

responses helps to personalize the issue and encourage increased buy-in. In finalizing policies, it often requires adaptive communication styles to sway participating members and ensure that a final agreement is both actionable and unanimous.

Developing Systems of Accountability to Produce Actionable, Long-Term Plans

The policies implemented under each leader embrace a commitment to the long-term health and safety of the environment. They have further produced structured frameworks to hold members accountable through actionable steps. This stimulates progress and long-term commitments.