Purpose: Despite the centrality of leadership to the successful transformation of universities toward sustainability, the literature on the role and practices of sustainability leadership in higher education remains poorly developed. To address this gap, this study aims to develop a conceptual model of sustainability leadership in higher education. Design/methodology/approach: The study adopts the scoping review method to review, critique and synthesize relevant literature. Findings: The resulting model of sustainability leadership in higher education proposes that sustainability leadership in higher education has the potential to transform university practices through reorientation and stewardship of the institutional mission and strengthening the commitment of stakeholders. Sustainability leadership has the potential to create a positive effect on a balanced set of performance indicators, as well as contributing to institutional and societal resilience in the longer term. Originality/value: Sustainability leadership in higher education should be given prominence in its own right due to the unique organizational context of universities. This study synthesized the current discourse on sustainability leadership in higher education and its distinct attributes toward sustainable development.