Using a qualitative research methodology and explanatory approach to collect data, we assessed whether the Beijing Consensus diplomacy in Africa is a promoter or threat to Africa’s pathway to sustainable development. The collected data were analysed using document and content analysis techniques. Analysis of the data revealed that the Beijing Consensus diplomacy in Africa is a positive initiative that has created a win-win situation, promoting sustainable development. The Beijing Consensus is opposed to the Washington Consensus, which influenced a win-lose situation that has deepened poverty, making Africa unable to move towards achieving sustainable development. The study found that China’s resource-for-development approach has similarities with pre-colonial Africa’s barter trade approach, which Africans practised in the entire continent. The analysis showed that applying the Beijing Consensus diplomacy to Africa has led to economic growth and development. The results showed that China’s Belt Road Initiative has transformed Africa, changing the continent from poverty to economic productivity, as road infrastructure is associated with economic growth and development. Moreover, it was evident from the analysis that without an African continental foreign policy rooted in continental sovereignty with transparent terms and conditions, Africa’s current benefits from China’s investments would lead to poverty instead of sustainable development. A continental foreign policy would create an African Consensus, which would act on behalf of the entire continent. This African Consensus diplomacy would thus become a continental foreign policy defining Africa globally. However, as it stands, the Beijing Consensus diplomacy is a promoter of sustainable development, but this promotion would not last long without African Consensus diplomacy. The study recommends that Africa should establish a continental foreign policy with African Consensus diplomacy to enable the continent to have one standard foreign policy and goal when trading with China and any other external world.

Leadership behavior is a critical component of effective management, significantly influencing organizational success. While extensive research has examined key success factors in road management, the specific role of leadership behaviors in road usage charging (RUC) management remains underexplored. This study addresses this gap by identifying and analyzing leadership behavior dimensions and their impact on management performance within the RUC context. Using a mixed-methods approach, focus group discussions with industry practitioners were conducted to define eight leadership behavior dimensions: Central-Level Leadership Guidance (LE1), Local-Level Leadership Guidance (LE2), Central-Level Leadership Commitment (LE3), Local-Level Leadership Commitment (LE4), Subordinate Understanding from Central-Level Leadership (LE5), Subordinate Understanding from Local-Level Leadership (LE6), Work Motivation (LE7), and Understanding Rights and Obligations (LE8). These dimensions were further validated through a quantitative survey distributed to 138 professionals involved in RUC management in Vietnam, with the data analyzed using structural equation modeling (SEM) and partial least squares (PLS) estimation. The findings revealed that LE3 (Central-Level Leadership Commitment) had the strongest direct impact on management performance (MP) and mediated the relationships between other leadership dimensions and management outcomes. This study contributes to the theoretical understanding of leadership in RUC management by highlighting the centrality of leadership commitment and offering practical insights for improving leadership practices to enhance organizational performance in infrastructure management.