The increasing domains of digital technology in educational settings urgently require digital leadership (DL) to ensure the sustainability of school improvement initiatives in the digital era and to facilitate the digital transformation of educational institutions. DL emerges as an urgent and evolving topic of significant public interest. However, there is a notable lack of consensus persists regarding its definition and constructs within educational settings, hindering the advancement of DL theory. To address this gap, a systematic literature review was conceived, employing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology. The primary aim was to enhance comprehension of the geographical and temporal distribution of relevant publications, as well as to elucidate prevalent definitions and constructs of digital leadership in educational contexts. This article endeavors to synthesize the extant scientific literature on DL, focusing on studies published between 2019 and 2024. Inclusion criteria encompassed scientific research publications sourced from Scopus and the Web of Science (WoS) databases, available in English, and centered on educational settings. Initial database queries yielded 578 papers, subsequently refined to 35 studies through meticulous screening for duplicity and adherence to inclusion criteria. Notably, the reviewed publications predominantly characterize DL as a multifaceted process, amalgamation, or integration, with a predominant emphasis on functional aspects of leadership. Noteworthy constructs frequently encountered include digital age learning culture, visionary leadership, excellence in professional practice, systemic improvement, and digital citizenship. This review contributes to the enrichment of theoretical conceptualizations surrounding DL. It underscores the imperative for future research to explore into the measurement of DL, thereby presenting promising avenues for evaluating principal DL within educational institutions.

The research objective is to affirm the play of gender diversity and the role of leaders in promoting the concept among businesses for growth and long-term sustainability. The detailed literature search indicated that the culture of gender diversity can only be implemented if the leader practices three key leadership elements, which are effective communication (EC), emotional intelligence (EI), and better decision-making (DM). The paper strives to project the importance of gender diversity in managing market competition, the role of a leader in managing gender diversity, and how gender diversity impacts business growth and sustainability. The paper provides a different model for organizational leaders to instill and promote diversity. The study undertook a literature research approach to gain an in-depth understanding of the leadership role based on the current pool of literature to identify the factors that could promote diversity. The literature review concurred with the importance of implementing gender diversity in the business and assessing the long-term growth and the critical role of leadership as an enabler. The research concluded that leaders are required to play an active role in promoting gender equality to ensure it would directly impact business growth. The study provides a potential conceptual framework for future research to take over subsequently using a quantitative or qualitative method.

This research explores the impact of employee green behavior on green transformational leadership (GTL) and green human resource management (GHRM), and their subsequent effects on sustainable performance within organizations. Utilizing a sample of 482 environmental quality promotion departments across Thailand, the study employs stratified random sampling to ensure representative data collection. Analysis was conducted using SPSS software, applying Ordinary Least Squares (OLS) regression to test the hypothesized relationships between the variables. The findings reveal a positive and significant influence of employee green behavior on both GTL and GHRM. Additionally, both GTL and GHRM are found to positively correlate with sustainable performance, indicating that enhanced leadership and management practices in the environmental domain can lead to better sustainability outcomes. This research utilizes the Ability-Motivation-Opportunity (AMO) theory as its theoretical framework, illustrating how organizations can leverage strategic HRM practices to promote environmental consciousness and action among employees, thereby enhancing their long-term sustainability success. Implications of this study underscore the importance of integrating green practices into leadership and HRM strategies, advocating for targeted training programs and energy conservation measures to boost environmental awareness and performance in the workplace. This contributes to the literature on sustainable performance by providing empirical evidence of the pathways through which green HRM and transformational leadership foster a sustainable organizational environment.