This study conceptualizes sustainability not merely as a managerial domain defined by environmental, social, and economic performance indicators, but as a process of meaning‐making, cultural construction, and organizational transformation shaped through leadership communication. Building on the assumption that one of the core functions of leadership is to frame organizational reality and produce shared meanings, the study argues that the institutionalization of sustainability depends less on technical instruments and more on communicative and cultural dynamics. The theoretical framework draws on Smircich and Morgan’s notion of the “management of meaning,” Weick’s sensemaking theory, and Schein’s perspective on organizational culture to explain how sustainability becomes embedded in collective values and organizational identity. The study further employs the communication factors model developed by Temel, von Haartman, and Hilletofth (2025), which identifies leadership, policy, vision and mission, organizational support, employee engagement, training, reporting, and diversity and inclusion as interrelated elements of an integrated sustainability communication system. In addition, the leadership communication practices of Paul Polman at Unilever and Yvon Chouinard at Patagonia are examined as illustrative cases demonstrating how sustainability is transformed into a core organizational purpose through value‐based narratives, symbolic actions, and consistent discourse. The study concludes that sustainability attains permanence within organizations when leadership communication functions as a meaning‐creating, trust‐building, and culture‐shaping force. Accordingly, sustainability is conceptualized not simply as a strategic objective, but as a holistic system of shared values and organizational identity constructed and sustained through communication.