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Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.

This paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.

The study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.

This study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.

Transformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.

This paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

Existing research has generally viewed that temporal leadership has positive impacts on employees but ignores its potential drawbacks. This study aims to develop a model to explore its possible negative impacts on employees, drawing upon social information processing theory.

This study conducts a multi-wave and multisource survey to test the model, and the authors test the hypotheses with multi-level analysis using Mplus 7.4 and R package for Monte Carlo.

Results suggest that temporal leadership induces employee work alienation, thus leading to employee silence. Furthermore, shared temporal cognitions moderate both the relationship between temporal leadership and work alienation and the indirect effect of temporal leadership on employee silence via work alienation.

Taken together, this study reveals the potential dark side of temporal leadership and provides a more comprehensive and dialectical research perspective for temporal leadership literature.

From the in-group status as a former homeschool parent, the goal is to problematize the entanglement of neoliberalism within self-directed education (SDE) pedagogies. Further and importantly, this study aims to bring attention to and examine the neoliberal resistant practices found in Black homeschooling.

A narrative literature review, content analysis and autoethnographic reflection to critically examine the neoliberal subjectivity of SDE and identify neoliberal-resistant SDE practices of Black homeschooling families.

This paper identifies SDE’s vulnerability to neoliberal subjectivity despite the neoliberal oppositional ethos of many of its practices and its antiestablishment historical context and rhetoric. It analyzes conceptions of self, autonomy and freedom (the ideas that underwrite self-direction) that can inform a critical self-directed learning (SDL) approach. It explores contemporary Black homeschooling and SDE practices for evidence of these conceptions, arguing that this demographic, at the margin of the discursive homeschooling community, instantiates an authentic resistance and disruption to neoliberal subjectivity in SDE.

Very little research has been done on neoliberal subjectivity in the discursive SDE community. The vulnerability of SDE to neoliberalization is important to SDL homeschoolers, unschoolers and other SDE facilitators who want to practice alternative-to-mainstream values or social justice-oriented pedagogy. Without awareness of this vulnerability, neoliberal hegemony can be reproduced by SDE practices.

This paper's purpose centres on advancing the current financialisation strategies within digital transformation (DT) through a rebalanced synthesis of both financialisation and people/centric, non-financialisation strategies of the DT field. Based on empirical data from Bahrain's energy sector, a new framework on People-centric, Sustaining Network Leadership is developed, capturing DT's human values deficit and proposing a new model on financialisation and non-financialisation strategies showing ‘how’ and ‘why’ DT is implemented in contemporary organisations.

This study conducted a mixed methodology of narrative interviews, case studies and reviewed significant contributions from the DT, leadership and change management debates. A total of 26 operational and high-level leaders from Bahrain, 8 top energy companies and Braun and Clarke's 6-phase analysis were combined to form four empirical thematic bundles on ‘how’ and ‘why’ leaders adopted financialisation and non-financialisation strategies to resolve organisational sustainability issues in an Arabic context.

Four sets of findings (bundles 1–4) highlight participants' financial and structural understanding when implementing DT initiatives, the different leadership styles ranging from authoritarian to network leadership, the socio-economic, political and cultural ramifications of their practices and the urgency of staff reskilling for organisational resilience and strategic sustainability. Based on the eight energy cases and interviews, a new values-driven, People-centric Sustaining Network Leadership Model is developed to show a more effective and efficient use of financial and non-financial resources when organisations implement DT initiatives in efforts to resolve global energy sustainability problems.

Leadership, change management, DT, energy and environmental sustainability is a huge area of scholarship. While new studies emerge and contribute to this growing body of knowledge, this investigation has focused on those that significantly highlight how to make effective use of financialisation and non-financialisation resources. Therefore, all the literature on the topic has not been included. Although this study has filled the non-financialisation gap in current DT studies, a further rebalancing of the financialisation versus non-financialisation debates will be needed for theoreticians, practitioners and policy makers to continue addressing emerging and more complex socio-economic, political and cultural issues within and beyond organisations. Limitations are the study's focus on the Bahrain energy sector and the limited sample of 26 leaders.

The study provides practitioners and policy makers with an approach for the successful implementation of DT initiatives in the oil and gas sector. For academics, this study provides empirically unique and interesting thematic bundles, insightful analyses into leadership, organisational change, digital transformation and network leadership theories to develop an innovative and creative People-centric, Sustaining Network Leadership Approach/Model on the practical barriers, implications/impacts of various leadership styles and potential solutions via a socio-cultural values-based alternative to the current financialisation discourse of DT.

While there is a growing body of literature on DT, Leadership and Organisational Transformation and Change, there is a dearth of scholarship on the human-orientated strategies of DT implementation outside of western contexts. A contemporary and comprehensive, empirically evidenced analysis of the field has led to the development of this study's People-centric, Sustaining Network Leadership model which frames, captures, synthesises and extends the dominant cost-minimisation rhetoric of DT discourse to include a shared set of leadership practices, behaviours, intentions, perceptions and values. This helped to reveal the previously missing ‘how’ and ‘why’ of DT’s operational and strategic implementation.

From a skills theory perspective, we explore the disparity between women's perceived leadership effectiveness and their underrepresentation in a public higher education institution (HEI) in Ghana. We identify the factors limiting women leaders' support and offer locally driven solutions.

A triangulated approach was used to analyse qualitative and quantitative data collected at a public HEI leadership workshop assessing perceptions of women leaders' education, communication, personality, emotional intelligence, skills and support dimensions. T-tests were used to test the perception variables, while thematic analysis elucidated factors contributing to women's underrepresentation in top positions.

The study found positive perceptions of female leadership, which differed among the genders, and the preference for female leaders stems from their perceived skills, abilities and education. However, religious and cultural beliefs perpetuate stereotypes that hinder women's advancement in leadership, which contradicts the skills-based approach to leadership.

Creating local awareness and support is necessary to reduce the fear of criticism and negative labelling from cultural beliefs hindering women from pursuing top leadership positions.

This study fills the literature gap on perceptions of women's leadership from a skills theory perspective. It contributes locally driven solutions to the challenges of underrepresentation of female leadership and women empowerment, providing local insights into female leadership effectiveness discourse.

This study aims to develop a comprehensive framework for Islamic social entrepreneurship (ISE) by synthesizing Islamic principles and social entrepreneurship concepts, bridging the gap between theory and practice.

Using a systematic literature review, this study focuses on scholarly works published from 1992 to 2023, uses thematic analysis and engages with subject experts to craft a framework for ISE.

The study identified 39 sub-dimensions grouped into 13 core dimensions. These findings highlight the multifaceted impact on ISE, emphasizing its commitment to ethical, socially responsible practices and achieving lasting social impact through collaborative, innovative approaches guided by Islamic principles.

Limitations include regional focus, lack of longitudinal data and absence of quantitative testing for the framework. Future research should expand scope, use quantitative analysis and explore gender dynamics, policy implications and standardized impact metrics to enhance the framework’s robustness.

The study’s comprehensive framework aids ISE practitioners in aligning their ventures with Islamic ethics and social impact. As interest in ISE grows, particularly in Muslim-majority contexts, this research facilitates the integration of Islamic values into social entrepreneurship, addressing pressing societal challenges.

This study contributes to the field of ISE by proposing a meticulously crafted framework that synthesizes Islamic principles and social entrepreneurship concepts. It stands out as a unique endeavor that bridges the gap between theory and practice in ISE, offering practical guidance while enriching the scholarly discourse on the subject.

We sought to examine the effect of responsible leadership on employee safety in the workplace both directly and indirectly through mediation effects of safety motivation and safety culture in the oil and gas industry in Ghana.

We employed a quantitative approach (survey) to collect data from 226 pump attendants of the fuel stations in the Accra Metropolis. This study used PLS-SEM to test the research hypotheses in the study.

Our findings show that leaders’ responsible behaviours had a positive and significant impact on both their employees’ wellbeing and safety as well as their motivation to adhere to safety standards and also imbibe a sense of safety culture in the workplace. Furthermore, the inclusion of safety motivation and safety culture as mediating variables reveal that leaders’ ability to achieve a robust workplace safety through responsible leadership was partially contingent on these organisational factors.

We highlight that leaders should continuously improve their responsible leadership behaviours and also the management of oil and gas companies should encourage managers to focus on day-to-day interactions with employees on safety-related matters (e.g. effectively inspiring and motivating employees to adhere to safety standards and procedures and applying sanctions when necessary).

This study answers the recent calls for a contingency perspective on the relationship between leadership styles and organisational/employee level outcomes by providing empirical support for our conceptual model which identifies safety motivation and safety culture as important organisational factors by which responsible leaders can positively influence workplace safety.

Grounded on the distributed theory and the social exchange theory, the current study investigates the determinants that positively influence job performance among educators within the realm of higher education in India. It particularly assesses the impact of perceived academic leadership on performance and explores the mediating and moderating effects of organizational citizenship behavior and informal institutional leadership.

Employing a descriptive research design, this study encompasses a broad cross-section of faculty members from various higher educational institutions across India. Data were gathered from 826 educators using a snowball sampling technique, with questionnaires administered online. Each variable was measured using prevalidated scales.

The findings from the moderated mediation model indicate a significant indirect relationship between perceived academic leadership and job performance, which is mediated by organizational citizenship behavior. Furthermore, informal institutional leadership demonstrates significant conditional indirect effects, enhancing the link between academic leadership and job performance up to a threshold, beyond which its influence diminishes.

This study pioneers the exploration of academic dynamics beyond mere titles and ranks in the Indian educational sector. It delineates both the direct and indirect roles these dynamics play in enhancing faculty performance, providing a novel insight into the complexities of academic leadership.

This study aims to investigate the impact of leader’s religiosity on teachers’ organizational commitment and leaders’ virtuous behaviors. Second, it is intended to examine the significant influence of Al-Ghazali’s fundamental virtues – wisdom, justice, temperance and courage – on the level of commitment displayed by teachers in K12 schools.

To analyze this connection, a total of 335 surveys were collected from K12 private schools situated in the Kurdistan Region of Iraq. The data were then evaluated using confirmatory factor analysis and structural equation modeling.

It has been found that leaders’ virtuous behaviors have significant positive effects on teachers’ commitment. Furthermore, while religiosity did not directly influence teachers’ commitment, the virtuous behaviors of leaders played a significant mediating role in this relationship.

This research fills a gap in the literature by exploring the impact of Islamic ethical principles on employee commitment, specifically within the context of K12 education in the Kurdistan Region of Iraq. It emphasizes the critical role of leaders’ virtuous behaviors in improving employee commitment.

This systematic review aims to examine integrating innovative work behavior through transformational leadership in the Saudi healthcare sector. A thorough literature research was carried out to address this problem.

A total of 50 papers reporting research on innovative work behavior, healthcare organizational performance and transformational leadership were included in the review.

As employees are motivated and developed, their innovative work behaviors are boosted, which improves organizational performance. It can be concluded that innovative work behavior and transformational leadership are correlated. The capacity of a healthcare company to create and execute benefits to the employees may assure service delivery efficiency in employees' performance.

This systematic review will allow contemporary advancements, efficient health status monitoring and reliable solutions that aid optimal, equal and effective treatment in Saudi’s healthcare industry.

In an innovative workplace, workers may pitch fresh ideas to their management. Hence, employees see their employer as more transformational.