This thesis examines approaches consultants use to assist organizational leaders in moving strategically towards sustainability. The Framework for Strategic Sustainable Development (FSSD), is examined to understand how one can overcome and address the complex challenges that consultants face in assisting leaders to develop appropriate leadership skills and sustainability knowledge that will allow them to lead their organizations strategically towards sustainability. Two consulting firms located in London are reviewed. From this research, an ideal way of using the FSSD called the Strategic Leadership Training Framework (SLTF) is proposed as a tool to guide and supplement current approaches used by consulting firms to improve their leadership training programs. A gap analysis compares the SLTF and the current approaches used by consultants. The SLTF can be used as a tool to assist consultants to find the gaps between the approaches they use and the SLTF. Finally, emotional intelligence and a definition of sustainability are found to be a key factor for a leader to be successful when moving their organization strategically towards sustainability.

Managing employee engagement is critical to the success of an organization, but 85% of managers struggle with engaging employees. The purpose of this single-case study was to explore effective communication strategies within an organization and determine how managers used these strategies to increase employee engagement, productivity, and organizational effectiveness. Data were collected from organizational documents, observations, and semistructured interviews with 6 managers of a corporation located in the midwestern United States. All participants were working full-time for at least 3 years, had a managerial title, and were responsible for departmental communication. Moustakas's modified van Kaam method was used for data analysis. Communication theory provided the conceptual framework for the study. Three themes that emerged from the participants' interviews, observations, and data analysis were coaching employees, motivation, and consistency in communication. The findings of this study may impact positive social change by improving the organizational competitive environment through engagement in the community and society. The implications for positive social change include the potential for managers with direct reports to improve their understanding of the causes of engagement and disengagement, internal communication strategies that cause disengagement, and the benefits of implementing engagement strategies. The results of this study may provide managers with knowledge about employee engagement strategies used to improve productivity and organizational effectiveness within the industry. Community relationships could also improve as a result of effective communication.