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Purpose This paper aims to address the nature of sustainable enterprise excellence, what it is, its enablers and specific manifestations.Design/methodology/approach A sweeping model of sustainable enterprise excellence, resilience and robustness is introduced, along with its enablers. Among enablers, supply-chain proficiency, vertical trust, distributed leadership and neuropsychological measurement are cited. A method of strategy modeling is introduced that, if rigorously pursued, will improve enterprise strategy and, hence, also opportunity for better subsequent performance and impacts. Similarly, an approach for strategic alignment in a large, multi-level enterprise is presented.Findings There are many paths toward sustainable enterprise excellence. Regardless of the path, this anticipates enterprise pursuit of socially equitable, environmentally responsible and economically sound performance and impacts.Practical implications The present is the Anthropocene age, an era fraught with challenges largely of people's own making and related to climate change and various sorts of social strain. Organizations have the wherewithal to attack these challenges. Given the orientation of sustainable enterprise excellence, methods and models that advance sustainable enterprise excellence have the potential to combat these challenges.Originality/value Sustainable enterprise excellence provides models and methods for confronting significant challenges that societies and organizations alike are faced with. Various models and paths to sustainable enterprise excellence are suggested in this paper. [ABSTRACT FROM AUTHOR]

Purpose This study aims at investigating the effect of vertical trust on distributed leadership (DL) and performance as mediated by job satisfaction, and further to observe the role of DL in carrying out the effect of satisfaction on employees’ performance.Design/methodology/approach As grounded in the organizational citizenship behavior (OCB) literature, the author proposes that employees’ participation in DL should be viewed as an extra role behavior, as leadership functions are not directly related to their job description. The study uses large-scale survey data from a study in one of Denmark’s largest public hospitals (N = 1,439).Findings The results of structural equation modelling (SEM) analysis showed that job satisfaction mediates the relationship between vertical trust and DL, and DL had a positive impact on job performance. Furthermore, the results showed that job satisfaction had a positive impact on DL and employees’ performance. Moreover, DL has positively affected employees’ performance, and it carries the impact of job satisfaction on performance.Research limitations/implications The study showed that trust and job satisfaction are important triggers of DL. Furthermore, results are interesting because literature so far has shown an insignificant relationship between satisfaction and performance. Here, the author establishes that the satisfaction–performance relationship is mediated by DL. The findings should motivate health care organizations to introduce structures and educate formal leaders so that DL can be enabled.Originality/value This should be the first study that relates trust and DL in an empirical manner. As grounded in the OCB literature, results also showed the significance of job satisfaction as a mediator variable. [ABSTRACT FROM AUTHOR]