The subject of traditional institutions cannot be undermined in the project of sustainable leadership and good governance in Nigeria given the locus and crucial role of the institution in the past and modern Nigeria. It is incontrovertible that traditional and aboriginal values are held highly with reverence and respect in virtually all parts of Nigeria. To discountenance their relevance will be too costly in any leadership-cum-governance discourse. Towns, villages and cities were duly recognized and protected as the harbingers of culture, mores, norms and values. The contemporary government structure in Nigeria duly recognizes the importance of traditional institutions by having a Commission for Local Government (LG) and Chieftaincy Affairs at all State levels. Moreover, 5% of allocations to LGs go statutorily to the tradition institution in the State. Hitherto, the recklessness and abuse of the native authority system of local government administration in the 1950s–60s had led to the moderation and reforms of the system, which has continued to affect traditional institutions to date. To this end, the paper argues that traditional institutions hold so much values and cohesive practices as well as socially integrative potentials for nation-building so much that the State can leverage on them for sustainable leadership and overall good governance. The methodology adopted for collecting data for this study is descriptive research method, which relies on primary direct observation (eye-witness) account and relevant secondary materials such as texts, journal articles, official documents and internet materials. The data collected were analyzed and presented using thematic analysis and tables. National and international data already analyzed were found essential to drive home the argument of this study. The outcome of the paper provides useful information on how traditional institutions serve as a veritable platform for sustainable leadership and good governance in Nigeria. The paper concluded that traditional institutions, with its rich culture, values and practices, possess sufficient merits to propel the country towards sustainable leadership that would concomitantly induce economic, technological and political growth in Nigeria.

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

For this, the primary aim of this study was to analyze of the impact of cultural accessibility and ICT (information and communication technology) infrastructure on economic growth in Kazakhstan, employing regression models to asses a single country data from 2008 to 2022. The research focuses on two sets of variables: cultural development variables (e.g., number of theaters, museums, and others) and ICT infrastructure variables (e.g., number of fixed Internet subscribers, total costs of ICT, and others). Principal component analysis (PCA) as employed to reduce the dimensionality of the data and identify the most significant predictors for the regression models. The findings indicate that in the cultural development model (Model 1), the number of recreational parks and students are significant positive predictors of GDP per capita. In the ICT infrastructure model (Model 2), ICT costs are found to have a significant positive impact on GDP per capita. Conversely, traditional connectivity indicators, such as the number of fixed telephone lines, show a low dependence on economic growth, suggesting diminishing returns on investment in these outdated forms of ICT. These results suggest that investments in cultural and ICT infrastructure are crucial for economic development. The study provides valuable insights for policymakers, emphasizing the need for quality improvements in education and strategic modernization of communication technologies.

The purpose of this study is to provide empirical evidence about the relationship between Organizational Culture and Knowledge Management in public sector organizations in Colombia. This research is based on information obtained from a survey applied to workers in different positions and areas of four organizations in the Colombian government at the departmental level. A survey of 22 items measured Organizational Culture, and 19 items measured Knowledge Management. The results show that the strongest correlation is between a flexible organizational structure and leadership that foments the development of worker capabilities to register and use knowledge. Furthermore, to achieve efficiency the public organizations should foster adaptability to environment, a well-defined management and value-oriented human behavior and overcome barriers such as bureaucracy, inefficient administration, and make adequate knowledge management.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

The mining industry significantly impacts the three pillars of sustainable development: the economy, the environment, and society. Therefore, it is essential to incorporate sustainability principles into operational practices. Organizations can accomplish this through knowledge management activities and diverse knowledge resources. A study of 300 employees from two of the largest mining corporations in South Kalimantan, Indonesia, found that four out of five elements of knowledge management—green knowledge acquisition, green knowledge storage, green knowledge application, and green knowledge creation—have a direct impact on the sustainability of businesses. The calculation was determined using Structural Equation Modelling (SEM). However, the study also found that the influence of collectivist cultural norms inhibits the direct effect of green knowledge sharing on corporate sustainable development. The finding suggests that companies operating in collectivist cultures may need to take additional measures to encourage knowledge sharing, such as rewarding employees for sharing their expertise on green initiatives, supportive organizational culture, clear expectations, and opportunities for social interaction.