Leadership practices contribute to sustainability management (ethics and corporate social responsibility) in the post-bureaucratic era. In this essay, I will argue that, by its innate nature, Post-bureaucratic leadership contributes to managing sustainability through the adoption of corporate social responsibility, considering employees and other stakeholders in the decision-making process, which shifts the focus from the mere maximization of profits, to the achievement of the highest purpose of creating value for society. In Section 1, drawing on Johnston, Gabirel, Mackey Schawrtz, and Buckingham, we discuss how the two concepts of leadership and corporate social responsibility are linked. In Section 2, through the analysis of Browining, Cameron et al, Staw and Barsade and Dutton et al, the benefits of adopting corporate social responsibility as part of their leadership style are presented, as it places the greatest purpose high to create value for society at its core. Post-bureaucratic leadership differs from the bureaucratic leadership models of Max Weber and Henry Ford in that their form is focused on maximizing production, through a formal hierarchical structure and impersonal relationships with employees (Johnston, 2004). While bureaucratic leadership ultimately causes alienation, post-bureaucratic leadership aims to remove this alienation and bridge the gap between “supreme leaders” and “inferior subordinates” (Gabriel,1997). Post-bureaucratic leadership not only seeks financial improvement, but also the improvement of employees and society as a whole. This is called corporate social responsibility, which consists of environmental and social dimensions. Fundamentals of Corporate Social Responsibility...... half of the paper ......actions, Vol 50 No 4, pp 322,323,325,328,329,331,332,333,334.Johnston. 2004. Busting the Bureaucracy. [ONLINE]Available at: http://www.bustingbureaucracy.com/excerpts/whatis.html. [Accessed 25 March 14].Johnston. 2004. Busting the Bureaucracy. [ONLINE] Available at: http://www.bustingbureaucracy.com/excerpts/management.html). [Accessed 26 Mar 14].Mackey, J.M., 2011. What Conscious Capitalism Really Is - A RESPONSE TO JAMES O'TOOLE AND DAVID VOGEL'S “TWO AND A HALF AVOIDANCES TO CONSCIOUS CAPITALISM”. California Management Review, Vol 53, No. 3, pp 83-90. Schwartz, M.S., 2000. Why codes of ethics constitute an unconscionable regression. Journal of Business Ethics, pp 173-182Staw & Barsade, BMS & SGB, 1993. Affect and managerial performance: A test of the sadder but wiser, happier and smarter hypotheses. Berkeley: University of California, Berkeley.