In recent years, environmental, social and governance (ESG) issues have emerged as a significant area of focus for companies. Furthermore, the international trend is reinforced by the emergence of relevant regulations and the obligation to prepare sustainability reports in leading economies and in the European Union. The impact of ESG and its constituent elements (environmental, social, and governance) on financial performance has been the subject of extensive investigation, with the majority of studies documenting a positive correlation. This evidence substantiates the assertion that sustainability initiatives can yield financial benefits. Concurrently, research has accorded much less attention to the impact of ESG performance on brand value, which can be identified as an indicator of consumer perception. This study, based on data from 26 global corporations between 2012 and 2021, demonstrates that efforts in the areas of environmental and social responsibility have a positive impact on consumer perception, which translates into increased brand value. Nevertheless, such a relationship was not found in case of the governance component.

The research aimed to: 1) analyze components and indicators of digital transformation leadership among school administrators, 2) assess their leadership needs, and 3) develop mechanism models to promote this leadership. A mixed-method approach was applied, involving three sample groups: 8 experts, 406 administrators, and 7 experts. Data collection tools included semi-structured interviews, leadership scales, needs assessments, and focus group discussions, with analysis performed through construct validity testing, needs assessment, and content analysis. The findings revealed: 1) The components and indicators of digital transformation leadership showed structural validity, as confirmed by the model’s alignment with empirical data (Chi-Square = 82.3, df = 65, p = 0.072, CFI = 0.998, TLI = 0.997, RMR = 0.00965, RMSEA = 0.0256). 2) Among the leadership components, “innovative knowledge” ranked highest in need (PNImodified = 0.075), followed by “ideological influence” (0.066), “consideration of individuality” (0.055), “intellectual stimulation” (0.052), and “inspiration” (0.053). 3) Mechanism models for promoting leadership emphasized enhancing these five components to strengthen administrators’ skills in applying technology, managing teaching and development plans, and fostering innovation. Administrators were encouraged to tailor strategies to individual needs, inspire personnel, and create a commitment to organizational change and development. These mechanisms aim to equip administrators to effectively lead transformations, motivate staff, and drive educational institutions to adapt and thrive in evolving environments.