By Dr Gulen Hashmi, Glasgow Caledonian University
Navigating the challenges of today requires change, which constitutes part of the journey for any business that wants to remain relevant in today’s business landscape. Lewin (1951) argued that all too often change is short-lived. After a ‘shot in the arm’, life returns to the way it was before. In his view, it is not enough to think of change in terms of simply reaching a new desired destination or a state. Attention also needs to be given to sustaining this new state for as long as it is relevant.
Change as a 3-Stage Process
Lewin (1951) defines change as a three-stage process. The first stage involves unfreezing and creating a readiness for change. The second stage involves moving to a new state, and the final stage involves refreezing or sustaining behaviour at this new level, for as long as it is beneficial to do so. Yet, definitions of sustainability differ. Some definitions talk about the embedding of new processes whereas others talk about performance improvements ‘independent of the methods employed’ (Buchanan et al., 2005). Moreover, while some definitions are relatively static, focusing on the maintenance of improvements (stickability) within a particular setting, others are more dynamic focusing on translating initial gains into a process of continuous improvement (spreadability).
Stickability and Spreadability
Stickability is one of the two aspects of sustainability through which those leading change can promote and maintain improvements in organizational contexts. How the way the whole change initiative is managed from the start can affect stickability. Although tough top-down (push) strategies are more likely to foster compliance, this can fade away when the pressure to maintain the change is eased. Of equal importance is how organizational leaders can act to sustain change after initial change targets have been achieved. Successful change initiatives can be undermined because too little attention is given to holding on to gains once the change objectives appear to have been achieved. For example, declaring victory too soon can encourage leaders and managers to switch their attention and resources to other projects.
Another aspect of sustaining change is spreadability. It is important as it is the extent to which innovative processes and methods that were successfully introduced in one part of the organization are adopted by others elsewhere. It is at this moment that creative leadership facilitates a strong implementation climate, further fostering innovation use. By ensuring employees have the skills to use the innovation, removing obstacles that hamper the adoption of new working practices, and incentivising employees to harness innovation, creative leaders can influence the way a change is spread. This further influences the degree to which change is sustained. For example, when changes are rolled out in a rush, without much consultation, with inadequate training and few incentives, they may quickly erode. Similarly, changes that do not have support and are not sustained are unlikely to spread elsewhere.
Indeed, truly transforming a business and making it more resilient, efficient and future-ready for a sustainable future requires more than structured processes or state-of-the-art technology. It calls for making change stick and spreading change across the organizational system. It demands creative leadership capable of seeing beyond the present and building the foundations of transformation alongside their teams. Creative leadership isn’t just a management style, but also a competitive advantage in tackling sustainability challenges in an unpredictable world. It is the competency to drive continuous innovation, navigate ambiguity and inspire collaboration by tapping into the creative potential of an entire team, a whole organization. This can be particularly important in industries where there is a need to evolve to meet the needs of customers.
Creative Leadership
Creative leadership promotes positive change by inspiring and motivating those who follow, to think boldly, take strategic risks, and push past conventional boundaries. Whether it is a small startup or a global corporation, creative leaders are the catalysts for transformative ideas and breakthrough solutions. For instance, as the pressure to reduce emissions and operate more sustainably increases internationally, achieving sustainable change requires embracing the energy transition: a global shift toward cleaner, more efficient ways of producing and consuming energy to reduce greenhouse gas emissions. It’s a long-term journey where leaders must take on a central role, becoming change agents who set priorities, influence behaviours, and create the conditions for transformation to happen consistently and sustainably. In relatively complex industries, this would mean rethinking technologies, processes and systems to facilitate low-carbon operations without compromising performance. It is this commitment to sustainable change and organizational support for creativity that places creative leadership beyond transformational leadership.
One good example of creative leadership is Microsoft’s human-centric leadership approach. Microsoft’s initiatives such as mental health support, flexible work policies and emotional intelligence training enhanced innovation and engagement, driving the company’s business success. Tesla’s data-driven approach to leadership is another example of creative leadership. From autonomous driving in its Full Self-Driving (FSD) system to AI-powered manufacturing and predictive maintenance, Tesla accelerates innovation, reduces costs and enhances efficiency as an industry leader. The company implements creative leadership by harnessing a culture of experimentation, AI-driven analytics, AI upskilling and AI for personalized customer experiences. As for Patagonia, its creative leadership lies in its sustainability and ethical approaches and practices. Patagonia donates a percentage of its profits to environmental causes and has integrated a circular economy approach by encouraging customers to recycle and repair their products. The company promotes conscious consumerism by supporting second-hand clothing sales and reducing waste. Finally, Apple and Nike’s strategic collaboration in the Apple Watch Nike+ demonstrates how fitness technology can be combined with sports innovation through a cross-industry alliance that leads to enhanced customer experience.
Conclusion
As we move into 2026, it is imperative that creative leaders navigate complex sustainability challenges with a deepened focus on sustainable change. This means prioritizing people over processes. It means leveraging sustainability, inclusivity, cross-industry collaboration and AI integration. Taking these actions through creative leadership will enhance both the stickability and spreadability of real sustainable change.