Strategic leadership's role in sustainable destination governance: A comprehensive review perspective

Sabari Shankar Ravichandran

Keywords:

Destinations

, Sustainable Development Goals (SDGs)

Strategic Leadership

governance

Abstract

Sustainability has emerged as a pivotal strategic element in destination governance. Achieving sustainability in destinations, including effective destination management, necessitates strategic leadership that places sustainability at its core. However, research on this context is limited in the literature. This review perspective critically assesses the role of strategic leadership in destination governance, exploring how it contributes to the success of sustainable destinations. This research perspective is qualitative in nature extracted from the literature – published research papers in high-quality journals and inferred based on the author’s reflection. The review infers the current state of destination governance, followed by an examination of the pivotal role of sustainability within destination governance. It then delves into the evaluation of how strategic leadership can effectively enhance sustainability perspectives across various facets of destination governance. By synthesizing the key factors of destination governance, sustainability and strategic leadership, this research extract stimulates fresh perspectives that warrant further research, with the ultimate goal of advancing effective destination management practices and governance aligning to UNSDGs. This review perspective is purely qualitative and conceptual. However, employing these strategic perspectives fostering research on the destinations through quantities of research will produce meaningful insights mainly in terms of destination sustainability leadership. Overall, this perspective signifies the need for strategic leadership in destination governance that not only enhances the destination competitiveness but also fosters on United Nations Sustainable Development Goals 2030.
References
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How to cite

Ravichandran, S. S. (2025). Strategic leadership’s role in sustainable destination governance: A comprehensive review perspective. Multidisciplinary Reviews, (| Accepted Articles). Retrieved from https://malque.pub/ojs/index.php/mr/article/view/7807

[1] Alkhateri, A. S., Abuelhassan, A. E., Khalifa, G. S., Nusari, M., & Ameen, A. (2018). The Impact of perceived supervisor support on employees turnover intention: The Mediating role of job satisfaction and affective organizational commitment. International Business Management, 12(7), 477-492.

[2] Alkhateri, A. S., Khalifa, G. S., Abuelhassan, A. E., Isaac, O., & Alrajawi, I. (2019). Antecedents for Job Satisfaction in Ras-Al-Khaimah, Schools: Evidence from UAE. Journal of Engineering and Applied Sciences, 14(15), 5097-5110.

[3] Alkhateri, Asma S., Abuelhassan E. Abuelhassan, Gamal S. A. Khalifa, Mohammed Nusari, and Ali Ameen. (2018). The Impact of Perceived Supervisor Support on Employees Turnover Intention: The Mediating Role of Job Satisfaction and Affective Organizational Commitment. International Business Management 12(7), 477–92

[4] Alkheyi, A. A. S. A., Khalifa, G. S. A., Ameen, A., Hossain, M. S., Hewedi, M. M., & Nasir, N. S. M. (2020). Strategic leadership practices on team effectiveness: the mediating effect of knowledge sharing in the UAE Municipalities. Academic Leadership, 21(3), 99-112.

[5] Almeida-Santana, A. and Moreno-Gil, S., 2019. Perceived sustainable destination image: Implications for marketing strategies in Europe. Sustainability, 11(22), p.6466

[6] Alneadi, K. M., Almatrooshi, M. J., Khalifa, G. S., El-Aidie, S. A., Alhaj, B. K., & Morsy, M. A. (2020). Linking knowledge oriented leadership and innovation towards organizational performance. Academic Leadership, 21(4), 107-118.

[7] Alseiari, H. A. S. M., Khalifa, G. S., & Bhaumick, A. (2019). Tourism destination competitiveness in UAE: The role of strategic leadership and strategic planning effectiveness. International Journal of Recent Technology and Engineering (IJRTE), 8(4), 860-865.

[8] Archer, B., & Fletcher, J. (1996). The economic impact of tourism in the Seychelles. Annals of tourism research, 23(1), 32-47.

[9] Baggio, R., Scott, N., & Cooper, C. (2010). Improving tourism destination governance: a complexity science approach. Tourism Review, 65(4), 51-60.

[10] Banks, G. C., Dionne, S. D., Mast, M. S., & Sayama, H. (2022). Leadership in the digital era: A review of who, what, when, where, and why. The Leadership Quarterly, 101634.

[11] Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634-652

[12] Beritelli, P. (2011a). Tourist destination governance through local elites: Looking beyond the stakeholder level (Doctoral dissertation, Universität St. Gallen).

[13] Beritelli, P. (2011b). Cooperation among prominent actors in a tourist destination. Annals of Tourism Research, 38(2), 607-629.

[14] Beritelli, P., & Bieger, T. (2014). From destination governance to destination leadership–defining and exploring the significance with the help of a systemic perspective. Tourism Review, 69(1), 25-46.

[15] Beritelli, P., & Laesser, C. (2017). The dynamics of destinations and tourism development. In Design science in tourism (pp. 195-214). Springer, Cham.

[16] Boal, K. B., & Hooijberg, R. (2000). Strategic leadership research: Moving on. The Leadership Quarterly, 11(4), 515-549.

[17] Bornhorst, T., Ritchie, J. B., & Sheehan, L. (2010). Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives. Tourism management, 31(5), 572-589.

[18] Bramwell, B. (2013). Governance, the state and sustainable tourism: A political economy approach. In Tourism governance (pp. 59-78). Routledge.

[19] Bramwell, B., & Lane, B. (2011a). Critical research on the governance of tourism and sustainability. Journal of Sustainable Tourism, 19(4-5), 411-421.

[20] Bramwell, B., & Lane, B. (2011b). Tourism governance: critical perspectives on governance and sustainability. Journal of Sustainable Tourism, 19(4/5), 411-671.

[21] Buhalis, D., & Spada, A. (2000). Destination management systems: criteria for success–an exploratory research. Information Technology & Tourism, 3(1), 41-58.

[22] Buhalis, D., Harwood, T., Bogicevic, V., Viglia, G., Beldona, S. and Hofacker, C., 2019. Technological disruptions in services: lessons from tourism and hospitality. Journal of Service Management.

[23] Buhalis, D., O’Connor, P., & Leung, R. (2023). Smart hospitality: from smart cities and smart tourism towards agile business ecosystems in networked destinations. International Journal of Contemporary Hospitality Management, 35(1), 369-393

[24] Cakar, K. (2018). Critical success factors for tourist destination governance in times of crisis: a case study of Antalya, Turkey. Journal of Travel & Tourism Marketing, 35(6), 786-802.

[25] Çakar, K., & Uzut, İ. (2020). Exploring the stakeholder’s role in sustainable degrowth within the context of tourist destination governance: the case of Istanbul, Turkey. Journal of Travel & Tourism Marketing, 37(8-9), 917-932.

[26] Castillo-Villar, F.R., 2020. Destination image restoration through local gastronomy: the rise of Baja Med cuisine in Tijuana. International journal of culture, tourism and hospitality research, 14(4), pp.507-523

[27] Cizel, B., Ajanovic, E., & Cakar, K. (2016). Prerequisites for effective and sustainable destination governance. Anatolia, 27(2), 155-166.

[28] Cooper, C., Scott, N., & Baggio, R. (2009). Network position and perceptions of destination stakeholder importance. Anatolia, 20(1), 33-45.

[29] Crouch, G. I., & Ritchie, J. B. (1999). Tourism, competitiveness, and societal prosperity. Journal of business research, 44(3), 137-152.

[30] D’Andrea Meira, I., Romão, T. T., Pires do Prado, H. J., Krüger, L. T., Pires, M. E. P., & da Conceição, P. O. (2019). Ketogenic diet and epilepsy: what we know so far. Frontiers in neuroscience, 13, 5.

[31] Daily, C. M., McDougall, P. P., Covin, J. G., & Dalton, D. R. (2002). Governance and strategic leadership in entrepreneurial firms. Journal of management, 28(3), 387-412.

[32] d'Angella, F., De Carlo, M., & Sainaghi, R. (2010). Archetypes of destination governance: a comparison of international destinations. Tourism Review.

[33] de Bruyn, C., & Alonso, A. F. (2012). Tourism destination governance. In Knowledge management in tourism: Policy and governance applications. Emerald Group Publishing Limited.

[34] Dredge, D. (2006). Policy networks and the local organisation of tourism. Tourism management, 27(2), 269-280.

[35] Dredge, D., & Jamal, T. (2013). Mobilities on the Gold Coast, Australia: Implications for destination governance and sustainable tourism. Journal of sustainable tourism, 21(4), 557-579.

[36] Dwyer, L., & Kim, C. (2003a). Destination competitiveness: determinants and indicators. Current issues in tourism, 6(5), 369-414.

[37] Dwyer, L., & Kim, C. (2003b). Destination competitiveness and bilateral tourism flows between Australia and Korea. Journal of tourism studies, 14(2), 55-67.

[38] El-Aidie, S., Alseiari, H. A. S. M., & Khalifa, G. S. (2021). Tourism Sustainability and Competitiveness: A strategic platform. City University eJournal of Academic Research, 3(2), 1-19.

[39] Erkuş‐Öztürk, H. (2018). Related variety and innovation: Evidence from the tourism industry. Tijdschrift voor economische en sociale geografie, 109(2), 256-273

[40] Fang, M., Nguyen, T. H., & Armstrong, A. (2022). Developing collective leadership capacity to drive sustainable practices: Destination case of leadership development in Australia. Journal of Hospitality & Tourism Research, 46(5), 826-845.

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