Sustainable Leadership: The Key to Driving Long-term Business Performance

Abstract

This research evaluates the influence of sustainable leadership on organizational learning and sustainable performance, with psychological empowerment acting as a moderating element. The research uses a Resource-Based View (RBV), Dynamic Capability Theory, and the Job Demands-Resources (JD-R) Model to show how leadership builds learning cultures that help businesses overcome sustainability difficulties. The research data demonstrates that sustainable leadership positively affects organizational learning. Leaders are dedicated to sustainable environments that prioritize knowledge development. Organizational learning creates substantial enhancements in sustainable performance because companies dedicated to uninterrupted learning produce better sustainability results in the long run. The association between sustainable leadership and sustainable performance runs through organizational learning, so leadership indirectly improves performance by boosting learning functions. Psychological empowerment is an essential moderator demonstrating that sustainable performance benefits from organizational learning to a greater extent when employees experience autonomy and appreciation in their work environment. Organizations must create leadership approaches that combine learning development with empowerment rights and sustainability principles to boost their extended performance achievements. The study provides new empirical findings that explain the joint impact of leadership, learning, and empowerment in sustainable management practice. It provides actionable outcomes to business operations and government decision-makers alongside sustainability experts. It demonstrates how sustainable leadership must be supported with knowledge-sharing practices to empower teams that seek SDG completion and future business excellence.