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The Future CSO: Evolving Demands and
Essential Leadership Styles and Competencies
Section 1: Perceptions of Effective Leadership
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1.
In your view, which of the following leadership styles contribute most to business success and to the success of the Chief Sustainability Officer (CSO)?
(Select 3 for each column)
(Required.)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Transformational (inspiring change, vision-driven)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Inclusive (collaborative, participatory decision-making)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Systems thinking (understanding interdependence and complexity)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Creative/Innovative (problem-solving with originality)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Transactional (goal-focused, performance-managed)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Radical/Disruptive (challenging status quo, activist mindset)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Servant (ethical/values-based, focused on empowering others and purpose)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Empathic (emotional intelligence and empathy to build trust)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Laissez-Faire (minimal supervision, high autonomy)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Autocratic (makes all decisions, with minimal input from others)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Adaptive (flexible, responsive, learning-oriented)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Commercially minded (profit maximization)
Contributes most to business success
Contributes to most the success of a Chief Sustainability Officer (CSO)
Other (please specify)
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2.
Which competencies do you believe are most critical for CSO effectiveness?
(Select up to 5)
(Required.)
Technical sustainability expertise
(Technical & Analytical)
Technology, data & analytics literacy
(Technical & Analytical)
AI literacy & responsible use
(Technical & Analytical)
Strategic foresight & long-term vision
(Strategic & Systems Thinking)
Systems thinking & ability to manage complexity
(Strategic & Systems Thinking)
Risk management
(Strategic & Systems Thinking)
Regulatory & policy acumen
(Strategic & Systems Thinking)
Courageous, values-driven leadership
(Values & Character)
Moral clarity & integrity
(Values & Character)
Resilience under uncertainty
(Values & Character)
Emotional intelligence & empathy
(Interpersonal & Influence)
Influencing, cross functional & sector collaboration
(Interpersonal & Influence)
Communication & storytelling
(Interpersonal & Influence)
Executive presence
(Interpersonal & Influence)
Operational execution & process discipline
(Execution & Business Acumen)
Business & financial acumen
(Execution & Business Acumen)
Results orientation/accountability
(Execution & Business Acumen)
Innovation & creativity
(Innovation & Problem Solving)
Learning agility & growth mindset
(Innovation & Problem Solving)
Problem solving & negotiation/conflict management
(Innovation & Problem Solving)
Other (please specify)
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3.
Which of the following technical or contextual knowledge areas are most important for CSOs in your industry?
(select top 5)
(Required.)
1st most important
2nd most important
3rd most important
4th most important
5th most important
Climate science
1st most important
2nd most important
3rd most important
4th most important
5th most important
Biodiversity and nature
1st most important
2nd most important
3rd most important
4th most important
5th most important
Sustainable Operations (water stewardship, waste management)
1st most important
2nd most important
3rd most important
4th most important
5th most important
Human rights, labor practices & DEI
1st most important
2nd most important
3rd most important
4th most important
5th most important
Stakeholder engagement
1st most important
2nd most important
3rd most important
4th most important
5th most important
Philanthropy and social investment
1st most important
2nd most important
3rd most important
4th most important
5th most important
Corporate governance, enterprise risk and regulatory trends
1st most important
2nd most important
3rd most important
4th most important
5th most important
Sustainability and non-financial reporting and materiality
1st most important
2nd most important
3rd most important
4th most important
5th most important
Shareholder and investor relations and activist resolutions
1st most important
2nd most important
3rd most important
4th most important
5th most important
Sustainable supply chains and procurement (due diligence, traceability, vendor governance)
1st most important
2nd most important
3rd most important
4th most important
5th most important
Innovation, product development and circularity
1st most important
2nd most important
3rd most important
4th most important
5th most important
Capital planning and P&L management
1st most important
2nd most important
3rd most important
4th most important
5th most important
Change management & organizational effectiveness
1st most important
2nd most important
3rd most important
4th most important
5th most important
Employee engagement & culture
1st most important
2nd most important
3rd most important
4th most important
5th most important
AI ethics and digital responsibility
1st most important
2nd most important
3rd most important
4th most important
5th most important
Sustainability marketing, communications and consumer insights
1st most important
2nd most important
3rd most important
4th most important
5th most important
Other (please specify)
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4.
What do you think most impedes sustainability leadership success today?
(Select all that apply)
(Required.)
Limited executive support or strategic visibility (e.g., lack of sponsorship, roles seen as non-strategic)
Bias toward traditional skills over sustainability leadership (e.g., undervaluing collaboration, favoring technical/business norms)
Perceptions of weak financial or commercial impact (e.g., ROI doubts, financial acumen concerns)
Short-term pressures overriding long-term ESG goals
Unclear ownership or fragmented accountability
Insufficient resources or operational support
Cultural or political resistance to change
Other (please specify)
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5.
What are the most significant barriers to CSOs advancing into CEO or other enterprise leadership roles?
(Select up to 3)
(Required.)
Perception of CSO as a specialist role rather than enterprise leadership
Lack of direct P&L responsibility
Limited exposure to investors and capital markets
Board bias toward traditional career pathways (e.g., CFO, COO)
Insufficient sponsorship or advocacy from senior leadership
Short tenure or high turnover in CSO positions
Other (please specify)
