Marcos Eguiguren Huerta

Biomimicry is a scientific discipline that aims to model the behavior or properties of biological systems so as to adapt them to other scientific areas. Recently, this approach has been adopted in order to develop an organizational model called “Organizational Biomimicry”. It proposes a systemic approach, a worldview that places the organization and the people related to it as an integral part of nature, and an R&D system based on continuous learning from nature. The effective management of this business model depends on leaders who can make dynamic decisions, generate commitment to the views of the company, define specific goals, actively learn on multiple levels and tackle conflicts. This type of leadership may actually be being exercised in business practice; however, no leadership style inspired by biomimicry has been theorized to date. Thus, the aim of this research was to present a biomimetic leadership model that considers nature as a model, measure and mentor. To this end, we proposed, firstly, a definition of a biomimetic leader from the point of view of the characteristics of biomimetic organizations. Then, we determined the characteristics of this leadership type. Secondly, we conducted a review of the main leadership styles analyzed in the recent literature about management; then, for each leadership type, we extracted the characteristics that will adapt to the biomimetic leadership model. From this process, we obtained the traits of a biomimetic leader. This characterization (definition plus characteristics) was subjected to an expert panel, which determined its validity.

How do financial institutions enable social impact? We examined this question in the context of values-based financial institutions, which are amongst the most experienced institutions around the world in addressing the very real banking needs of enterprises and individuals within their communities. There is, indeed, an urgency today to have the banking industry consider its social impact in a holistic way. This paper expands our understanding of how these financial institutions, all members of the Global Alliance for Banking on Values, define, design, implement, monitor and scale-up social impact. We used a multiple-case studies design to investigate their approach and inductive analysis to derive a model. From a theoretical perspective, we found that a social impact virtuous circular model best reflects how values-based financial institutions approach and practise social impact. Each step of the circular model clearly shows the way in which these institutions address and achieve social impact. Our findings have important implications for academic research focussed on understanding how finance can generate social impact. The findings of this article can, especially, also have practical implications for all types of financial institutions willing to improve the way in which they address social challenges and, ultimately, increase their social impact. At a time when more resources are needed to meet the Sustainable Development Goals, this is urgent.