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Innovative Practices in Sustainable Ecotourism Promotion and Impacts: Changes Through Dynamic Leadership

Innovative Practices in Sustainable Ecotourism Promotion and Impacts: Changes Through Dynamic Leadership

Shaheed Khan (Dharthi NGO, India), Freeda Maria Swarna M. (Dharthi NGO, India), and Panch Ramalingam (Pondicherry University, India)
Copyright: © 2023 |Pages: 24
DOI: 10.4018/978-1-6684-6732-9.ch006
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Abstract

Sustainable ecotourism, its promotion, and its impacts have a bearing on the world considering the fact that tourism, travel, and hospitality moved millions around the world and ensured a way of life for the local communities, governments, and businesses. But what drives sustainable ecotourism? Is it the destination, the product on offer, or anything else? It is the people, maybe the community, maybe one individual, who provides a phenomenal direction and ensures all others follow in the right spirit. The chapter is a tribute to four Indians who have contributed to sustainable ecotourism leadership and ensured various products that have helped ecotourism promotion and impacted the lives of the communities they have served. The work of these leaders has been mapped to two frameworks, which itself provide ample food for thought for the multitudes to adopt and move forward.
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Elements Of Sustainable Leadership

Tideman (et al., 2013) put forward a framework of Sustainable Leadership (SL) which implied the development of three new mind-sets (Context, Consciousness and Continuity) and three new skill sets (Connectedness, Creativity and Collectiveness); which became the elements of SL in their research paper.

Table 1.
Sustainable leadership elements adopted from Tideman (et al., 2013) to the indian scenario (Column 3)
SL ElementsConcepts
(Economics and Business)		The Indian Context from a SL perspective
123
Mind-set
1ContextRecognising interdependence; complexity; ambiguity; interconnectedness; resource constraint; regulators; mega-trendsRegulations and complexity of law is multitude in India. How the Leaders are to figure out the nuances of managing change is a critical aspect.
2ConsciousnessMind-sets; world-views; beliefs; mental models; attitudesThe mores and folkways contribute to much of the thought process and at times there is a fixation in the belief system, that will not move forward. How the Leaders make amends is critical to the scenario.
3ContinuityLong-term horizon; courage; strength; common purpose; centredness; change processesIt is not about initiating a change or ushering in a thought process, it is how one can connect to the local scenario and move forward with strength on a continuous basis.
Skill set
4ConnectednessServing needs of all stakeholders; both long-term and short-term influencing; collaboration; trust; fairness; altruism; relatedness; needs instead of wantsWith a myriad of stakeholders coming various economic, social and cultural background, the Leaders need to get to a better understanding which will ensure for themselves and the people with whom they are engaging.
5CreativityInnovation for sustainable shared value creation; sustainable business models; new value measurement models; flowWith multiple agencies and authorities, the Leaders in question need to ensure a creative connect with all stakeholders and business combinations for value creation on the short and long run.
6CollectivenessScale up for collective impact; embedding sustainability in business structures; sustainable consumptionConsidering the size of the nation, the Leaders need to ensure a community and societal connect which will ensure cumulative impacts of Economic, Environment, Socio-cultural, political as relevant to the geography and the community.

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