ANALYZING SUSTAINABLE LEADERSHIP PRACTICES IN LIGHTING COMPANIES

Since the introduction of the Sustainable development concept in 1987, there has been a growing interest in the issue of Business Sustainability and Sustainable development of enterprises, aiming to achieve a balance of economic, social and environmental results. Scientific research in recent years has shown a shift in the attention of scientists from the study of the phenomena of Sustainable development and leadership as separate interdependent elements to the formation of a holistic concept of Sustainable leadership, which has been recognized by a wide range of scientists and business representatives as an approach to company management that, through the implementation of Sustainable leadership practices, creates opportunities to increase employee productivity, build a reliable brand reputation, increase customer loyalty, and ensure stable financial long-term results. The article examines the theoretical foundations of the Sustainable Leadership concept and the specifics of its practical implementation on the example of the leaders of the EU and Ukrainian lighting industry during the period of 2012 to 2022. This period was chosen for analysis as a period of radical transformation of the whole lighting industry during which European companies faced extraordinary challenges and were forced to adapt their activities to new conditions, closing production of traditional light sources, paying compensation due to layoffs, and at the same time financing development and innovation in the field of LED lamps and luminaires. Accordingly, this period should be considered the best in terms of analyzing the impact of Sustainable leadership practices on the performance of enterprises. The model of Sustainable Leadership practices proposed by Avery and Bergstiner is used as a basis, a survey of industry representatives on the implementation of Sustainable Leadership practices by companies was conducted, which analyzed the impact of relevant practices on the achievement of long-term economic, social and environmental development. Conclusions were drawn regarding those Sustainable Leadership practices that had the greatest impact on the performance of the analyzed companies, and it was proposed to combine some of the elements of the concept that had the least impact and supplement them with financial and economic indicators and practices related to the role of wide range of stakeholders.