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Administrative Sciences
Special Issues
Leadership and Sustainability: Building a Better Future
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Leadership and Sustainability: Building a Better Future

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 20 January 2025 | Viewed by 6601

Special Issue Editors

Dr. Hiba K. Massoud

E-Mail Website
Guest Editor
Leading, Accounting, Economics and Finance, Cardiff Metropolitan University, Cardiff CF5 2YB, UK
Interests: sustainability and accountability; corporate social responsibility and disclosure; corporate governance; higher education management; leadership and diversity; youth and gender issues
Dr. Nasir Aminu

E-Mail Website
Guest Editor
Accounting, Economics and Finance, Cardiff Metropolitan University, Cardiff CF5 2YB, UK
Interests: macroeconomics; macro-finance; energy and environmental policies
Dr. Mushtaq Hussain Khan

E-Mail Website
Guest Editor
Accounting, Economics and Finance, Cardiff Metropolitan University, Cardiff CF5 2YB, UK
Interests: corporate finance; corporate governance; FinTech; social media finance; sustainable finance; climate finance

Special Issue Information

Dear Colleagues,

In a world facing unprecedented challenges, such as climate change, resource depletion, social inequality, and increasing armed conflicts, the role of leadership has never been more critical in shaping a sustainable future for humanity.

Prior research has recognized sustainability as a wicked problem that encompasses numerous dimensions and challenges (Kerekes, 2023; Likhacheva et al., 2023). At its core, sustainability seeks to achieve a harmonious balance between the well-being of present and future generations and the planet's capacity to support life and provide resources. The complexity arises from the intricate interconnectedness of environmental, social, and economic systems, with each influencing the others (Metcalf and Benn, 2013) in ways that are unique to each country and region. For instance, financing presents a particularly intricate issue for developing countries and the global south, as they withstand the worst of the impacts of climate change (Aminu et al., 2023).

The knowledge base on sustainability and leadership is growing rapidly, addressing some sustainability dimensions and challenges and relating to managerial leadership, sustainable leadership, leadership for sustainable change, leadership for corporate sustainability, responsible leadership, and ethical and transformational leadership, but mostly on corporate levels and in developing countries (Hallinger and Suriyankietkaew, 2018; Zhao, L. et al., 2023). Furthermore, there is a lack of research on the long-term impact of sustainability strategies and a lack of standardized metrics and measurement tools for assessing sustainable leadership practices poses challenges for evaluating their effectiveness and making meaningful comparisons across organizations.

This Special Issue aims to increase the existing literature on leadership and sustainability focusing on building a better future and touching on areas that have not received adequate attention by using holistic and interdisciplinary research approaches in an attempt to bridge the gaps in this area of research. Although not limited to only these topics, we call for articles addressing:

  • Cross cultural and global perspectives of leadership and sustainability and the emergence of leadership and sustainability in developing countries and the role of sociocultural forces in different contexts.
  • Multi-level analysis of sustainable leadership (individual, organizational, industry, community, global).
  • Long-term impact assessment of sustainable leadership initiatives.
  • Leadership and sustainability in non-corporate settings (e.g., non-profits, government, academia).
  • Technology and innovation to support and develop leadership and sustainability for a better future.
  • Corporate social responsibility and sustainable leadership.
  • Challenges and barriers to future leaders of sustainability.
  • Challenges and role of small and medium-sized enterprises (SMEs) in sustainable development.
  • Entrepreneurial leadership and sustainable development.
  • Sustainability strategies, governance, policy-making, and effective practices.
  • Globalisation, multinational companies and sustainable planning and implementation of sustainable policy.
  • Assessment and review of United Nations Sustainable Development Goals (SDGs), countries performance and future development.
  • Environmental challenges as financial opportunities in the modern financial system.
  • Circular economy, sustainable consumption, co-creation, coproduction, and collaboration for sustainability.

References

Aminu, N., Clifton, N. and Mahe, S. (2023) ‘From pollution to prosperity: Investigating the Environmental Kuznets curve and pollution-haven hypothesis in sub-Saharan Africa’s industrial sector’, Journal of environmental management, 342, pp. 118147–118147. Available at: https://doi.org/10.1016/j.jenvman.2023.118147.

Hallinger, P. and Suriyankietkaew, S. (2018) ‘Science Mapping of the Knowledge Base on Sustainable Leadership, 1990-2018’, Sustainability (Basel, Switzerland), 10(12), p. 4846. Available at: https://doi.org/10.3390/su10124846.

Kerekes, S. (2023) ‘Chasing the Impossible. Sustainable Development Is a Wicked Problem, but It Can Be and Should Be Tamed’, World futures, 79(3), pp. 394–405. Available at: https://doi.org/10.1080/02604027.2021.1974263.

Likhacheva, K., Bretagnolle, V. and Arpin, I. (2023) ‘An exploration of the influence of problem wickedness on project pluralism in sustainability science’, Sustainability science [Preprint]. Available at: https://doi.org/10.1007/s11625-023-01373-6.

Metcalf, L. and Benn, S. (2013) ‘Leadership for Sustainability: An Evolution of Leadership Ability’, Journal of business ethics, 112(3), pp. 369–384. Available at: https://doi.org/10.1007/s10551-012-1278-6.

Zhao, L. Yang M.M. and Michelson, G. (2023) ‘Trends in the Dynamic Evolution of Corporate Social Responsibility and Leadership: A Literature Review and Bibliometric Analysis’, Journal of business ethics, 182(1), pp. 135–157. Available at: https://doi.org/10.1007/s10551-022-05035-y.

Dr. Hiba K. Massoud
Dr. Nasir Aminu
Dr. Mushtaq Hussain Khan
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • knowledge sharing and transfer, organisational learning for leadership and sustainability
  • diverse leadership and sustainability
  • environmental, Social, and Governance (ESG) for sustainable development
  • sustainability challenges and opportunities
  • building a sustainable economy
  • leadership and sustainability in education/higher education
  • sustainability performance targets, indicators, success factors and reporting
  • innovation and technology for sustainability and sustainable leadership

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  • Greater discoverability: Special Issues support the reach and impact of scientific research. Articles in Special Issues are more discoverable and cited more frequently.
  • Expansion of research network: Special Issues facilitate connections among authors, fostering scientific collaborations.
  • External promotion: Articles in Special Issues are often promoted through the journal's social media, increasing their visibility.
  • e-Book format: Special Issues with more than 10 articles can be published as dedicated e-books, ensuring wide and rapid dissemination.

Further information on MDPI's Special Issue polices can be found here.

Published Papers (5 papers)

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Research

18 pages, 1516 KiB  
Article
The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior
by Vítor Hugo Silva, Ana Patrícia Duarte and Luís Miguel Simões
Adm. Sci. 2024, 14(9), 221; https://doi.org/10.3390/admsci14090221 - 13 Sep 2024
Abstract
As the organizational environment becomes more volatile, uncertain, complex, and ambiguous, and the economy becomes increasingly knowledge-based, organizational knowledge management is key for companies’ success. This is especially important as organizational ties are weaker and job-hopping becomes a more prevalent phenomenon. As human [...] Read more.
As the organizational environment becomes more volatile, uncertain, complex, and ambiguous, and the economy becomes increasingly knowledge-based, organizational knowledge management is key for companies’ success. This is especially important as organizational ties are weaker and job-hopping becomes a more prevalent phenomenon. As human resource mobility increases, companies must ensure that knowledge remains within the company despite employee exit. In this context, the current study sought to understand how leaders’ actions can facilitate employee knowledge sharing, focusing on paradoxical leadership. Besides examining the impact of paradoxical leadership on employees’ propensity to adopt knowledge-sharing behaviors, this study also explored the effects of one potential intervening variable (i.e., promotive voice behavior) and one potential boundary condition (i.e., trust in the leader) on this relationship. A two-wave time-lagged correlational study was conducted with a sample of 154 workers from various sectors. The results of moderated mediation analysis suggest that paradoxical leaders indirectly promote greater knowledge-sharing among subordinates by fostering their promotive-voice behaviors, but only for those with high levels of trust in the leader. The implications of these findings for current organizational challenges regarding knowledge management are discussed. Full article
(This article belongs to the Special Issue Leadership and Sustainability: Building a Better Future)
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<p>Conceptual model.</p> Full article ">Figure 2
<p>Conditional effect of paradoxical leadership on employee promotive-voice behavior across different values of trust in the leader.</p> Full article ">Figure 3
<p>The visual presentation of the linear function relating trust in the leader to the indirect effect of paradoxical leadership on knowledge sharing through employee promotive-voice behavior.</p> Full article ">Figure 4
<p>Moderated mediation model. Note: non-significant (n.s.); unstandardized values; * <span class="html-italic">p</span> &lt; 0.05, ** <span class="html-italic">p</span> &lt; 0.01, *** <span class="html-italic">p</span> &lt; 0.001.</p> Full article ">
16 pages, 2793 KiB  
Article
Leadership in Private Universities for the Sustainable Performance of Research: A System Dynamics Approach
by Alejandra Núñez-Acosta and Jacqueline Y. Sánchez-García
Adm. Sci. 2024, 14(8), 166; https://doi.org/10.3390/admsci14080166 - 2 Aug 2024
Viewed by 566
Abstract
In the context of private universities, improving researchers’ performance is critical for universities to remain competitive. This article utilizes system dynamics to analyze how key variables related to leadership, such as satisfaction, motivation, efficiency, research capabilities, and morale, interact and influence each other. [...] Read more.
In the context of private universities, improving researchers’ performance is critical for universities to remain competitive. This article utilizes system dynamics to analyze how key variables related to leadership, such as satisfaction, motivation, efficiency, research capabilities, and morale, interact and influence each other. We use causal loop diagrams to illustrate these relationships based on the priority assessments of 86 private university researchers, evaluated using the Analytic Hierarchical Process (AHP). Our findings emphasize the critical importance of a balanced approach to strategy and policy design, suggesting that improving one factor may inadvertently affect others, thereby influencing the outcomes for leadership in educational settings. This study provides valuable insights for decision-makers and leaders who aim to foster and enhance their academic staff’s sustainable performance. Full article
(This article belongs to the Special Issue Leadership and Sustainability: Building a Better Future)
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<p>Causal loops based on researchers’ prioritization of leadership factors. Source: elaborated using Vensim (<a href="#B49-admsci-14-00166" class="html-bibr">Ventana Systems 2023</a>).</p> Full article ">Figure 2
<p>Forrester diagram of leadership factors in private universities in Mexico. Source: elaborated using Vensim (<a href="#B49-admsci-14-00166" class="html-bibr">Ventana Systems 2023</a>).</p> Full article ">Figure 3
<p>Response of variables to an increase in satisfaction.</p> Full article ">Figure 4
<p>Response of variables to an increase in motivation.</p> Full article ">Figure 5
<p>Response of variables to an increase in efficiency.</p> Full article ">Figure 6
<p>Response of variables to an increase in research capabilities.</p> Full article ">Figure 7
<p>Response of variables to an increase in morale.</p> Full article ">
14 pages, 410 KiB  
Article
Inclusive Leadership and Employee Engagement as Critical Drivers of Sustainability in Telecommunication Companies
by Sulaiman Olusegun Atiku, Kristofine Aili Itembu-Naunyango and Olufemi Michael Oladejo
Adm. Sci. 2024, 14(6), 126; https://doi.org/10.3390/admsci14060126 - 16 Jun 2024
Viewed by 851
Abstract
There has been a growing concern about the influence of inclusive leadership on employee engagement in the telecommunications industry. The telecommunications industry is undergoing rapid technological advancements, leading to increased competition and pressure on employees. Creating an inclusive workplace in such a dynamic [...] Read more.
There has been a growing concern about the influence of inclusive leadership on employee engagement in the telecommunications industry. The telecommunications industry is undergoing rapid technological advancements, leading to increased competition and pressure on employees. Creating an inclusive workplace in such a dynamic environment is essential to attracting and retaining talented professionals and driving eco-innovation for sustainable development in Industry 4.0. Despite the importance of inclusive leadership, there is dearth of studies exploring the influence of inclusive leadership on employee engagement in the telecommunications industry. Hence, this study sought to examine the influence of inclusive leadership on employee engagement in selected telecommunication companies in Namibia. A qualitative approach was adopted, where face-to-face interviews were conducted using a semi-structured interview guide. The participants (22 executives) were selected for interviews from two telecommunication companies in Namibia using a purposive sampling method. Data collection involved recording and transcribing participant interviews using Microsoft Word. Thematic analysis was conducted using NVivo 20 software. Results show the importance of empathy and non-hierarchical leadership behaviour as the most critical factor influencing team engagement and discretionary effort in the telecommunications industry in Namibia. Meanwhile, clear career advancement pathways, work autonomy, cross-departmental collaboration, and supervisory support are major contributors to employee engagement for innovative performance and sustainability in the telecommunications industry. Full article
(This article belongs to the Special Issue Leadership and Sustainability: Building a Better Future)
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<p>Inclusive leadership and employee engagement.</p> Full article ">
23 pages, 1131 KiB  
Article
Mechanisms of Organizational Mindfulness on Employee Well-Being and Engagement: A Multi-Level Analysis
by Kriengkrai Kumprang and Suparak Suriyankietkaew
Adm. Sci. 2024, 14(6), 121; https://doi.org/10.3390/admsci14060121 - 6 Jun 2024
Viewed by 2028
Abstract
This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study [...] Read more.
This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study employed a qualitative case study research design using Nvivo 12 software for a data analysis. The job demand–resource (JD-R) model was adopted as a theoretical framework. In-depth interview data were collected from diverse multi-stakeholders, including management and employees, in a Thai manufacturing company. Our findings uncover that the organizational mindfulness program can improve employee’s psychological capital, emotional intelligence, and perceived resources, and alleviate perceived demands. The result implies the importance of the mindfulness practice since it can support well-being and engagement at multiple levels, specifically from individual work and a collective team of colleagues, and toward enhanced organizational performance. Our proposed emergent model also advances the JD-R theoretical framework, by adding mindfulness and emotional intelligence as essential components to enhance engagements at three levels (i.e., work, team, and organizational engagement). Overall, the result critically provides the theoretical development and insightful managerial implications for professional and organizational development. Full article
(This article belongs to the Special Issue Leadership and Sustainability: Building a Better Future)
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<p>Existing job demands-resources model (<a href="#B7-admsci-14-00121" class="html-bibr">Bakker and Demerouti 2017, p. 275</a>).</p> Full article ">Figure 2
<p>Analytic model of mindfulness in organizations (MIO) using NVivo software.</p> Full article ">Figure 3
<p>Resultant outcomes from the systematic process of mindfulness in organizations (MIO) toward human capital and organizational development.</p> Full article ">Figure 4
<p>Enhanced JD-R model incorporating mindfulness and employee engagement.</p> Full article ">
22 pages, 1037 KiB  
Article
The Nexus between Green Transformational Leadership, Employee Behavior, and Organizational Support in the Hospitality Industry
by Ibrahim A. Elshaer, Alaa M. S. Azazz, Yahdih Semlali, Mahmoud A. Mansour, Mohammed N. Elziny and Sameh Fayyad
Adm. Sci. 2024, 14(6), 107; https://doi.org/10.3390/admsci14060107 - 21 May 2024
Cited by 1 | Viewed by 1018
Abstract
This research paper explores the relationship between green transformational leadership (GTL), employee green behavior (EGB), and the mediating role of green organizational support (GOS) in fostering environmentally friendly practices within organizations. Drawing upon Resource-Based View Theory (RBV) and social exchange theory, the study [...] Read more.
This research paper explores the relationship between green transformational leadership (GTL), employee green behavior (EGB), and the mediating role of green organizational support (GOS) in fostering environmentally friendly practices within organizations. Drawing upon Resource-Based View Theory (RBV) and social exchange theory, the study investigates how leaders’ behaviors and organizational support influence employees’ engagement in pro-environmental initiatives. Using a quantitative research approach, data were collected from a sample of 350 hotel employees through self-administered surveys. CB-SEM was employed to analyze the hypothesized relationships among the variables. The findings indicate a significant positive relationship between GTL and EGB, suggesting that leaders who demonstrate environmentally conscious behaviors and inspire their followers to embrace sustainability principles are more likely to foster green practices among employees. Furthermore, the study reveals that GOS mediates the relationship between GTL and EGB, highlighting the importance of organizational policies, resources, and initiatives in facilitating environmentally responsible actions. These results contribute to the existing literature by shedding light on the mechanisms through which leadership and organizational support can promote sustainability initiatives in the hotel industry. Practical implications for hotels include the importance of fostering a culture of environmental consciousness, providing training and resources to support green initiatives, and empowering leaders to exemplify and promote green behaviors among employees. Full article
(This article belongs to the Special Issue Leadership and Sustainability: Building a Better Future)
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<p>Study hypotheses and conceptual model.</p> Full article ">Figure 2
<p>Estimation of structure model. <span class="html-italic">*</span> absolute t-value &gt; 1.96, <span class="html-italic">p</span> &lt; 0.05; ** absolute t-value &gt; 2.58, <span class="html-italic">p</span> &lt; 0.01; *** absolute t-value &gt; 3.29, <span class="html-italic">p</span> &lt; 0.001; and NS → Not Significant.</p> Full article ">
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