Artificial Intelligence (AI) is rapidly emerging as a central technology in industries across the globe, driving innovation, improving operational efficiency, and enabling more sustainable practices. With the increasing urgency to address global challenges such as climate change, resource depletion, and rising social inequalities, AI presents an opportunity for businesses and governments to make meaningful progress toward sustainability. This article examines the transformative role of AI in sustainability, exploring how AI-driven leadership can shape a sustainable future through innovation. Focusing on sectors such as energy, agriculture, waste management, and social equity, it discusses how AI technologies can drive environmental stewardship, enhance social responsibility, and stimulate economic growth. Additionally, the paper explores the role of visionary leadership in adopting AI-driven strategies that align with sustainability goals while ensuring ethical, transparent, and inclusive AI deployment. By addressing both the opportunities and challenges associated with AI, this article provides a comprehensive overview of AI's role in shaping a sustainable, AI-enabled future.

As environmental sustainability becomes increasingly vital, the tech industry is being called upon to mitigate its impact on the planet. Green IT, or Green Information Technology, focuses on sustainable practices in the design, use, and disposal of computing technologies, seeking to minimize energy consumption, reduce electronic waste (e-waste), and promote efficient resource utilization. With an ever-expanding digital landscape, Green IT innovations offer solutions to the growing environmental challenges associated with computing. This article examines the latest advancements in Green IT, including energy-efficient data centers, cloud computing, and sustainable hardware and software development. Furthermore, it explores how sustainable leadership can shape the future of Green IT by driving innovation, fostering eco-conscious business practices, and creating systemic change. In doing so, the article argues that sustainable leadership in the tech sector is not only a critical component of corporate responsibility but also a key driver of innovation and long-term success.

In the context of the rapidly evolving digital era, smart technologies are transforming the way industries operate, creating new opportunities for innovation and sustainability. These technologies—such as artificial intelligence (AI), the Internet of Things (IoT), blockchain, smart grids, and automation—offer substantial benefits across various sectors, including healthcare, agriculture, transportation, and energy. However, the integration of smart technologies requires leadership that embraces sustainability principles to ensure that the benefits of technological progress are shared equitably and do not come at the cost of the environment or social well-being. This article explores the dynamic relationship between smart technologies, sustainable leadership, and innovation, focusing on how organizations can strategically leverage these technologies for long-term, sustainable growth. It also discusses the challenges of adopting these technologies, the role of ethical leadership in their governance, and the strategies that leaders can employ to foster an inclusive, responsible, and sustainable digital future.

The ability to thrive in the face of organizational change is, in fact, a common challenge for leaders in organisations. The way changes recipients respond is undoubtedly one of the most important factors in determining how well any organizational change succeeds. An organisation must constantly change to keep up with industry changes if it wants to remain competitive. If the current leadership is not performing well, changing leadership is required. However, there aren't many studies that back up this assertion. This has necessitated a study on the applicability of change management and leadership in organisations that have merged or been acquired. Examining the value of change management and leadership in mergers and acquisitions with an emphasis on Ghana's banking industry is the aim of this study. Consolidated Bank Ghana data was extracted and analysed using a descriptive survey design. Profitability as a metric for two (2) years of organizational performance was extracted from the bank's records. The quantitative method was the research strategy used for this investigation. According to the study's findings, organizational performance in the banking industry with regard to mergers and acquisitions is influenced by both change management and leadership in a number of ways. Practically speaking, this study suggests that new banks focus mostly on change management and leadership. To align with the emerging external and internal pressures, these banks' leadership must embrace a transformational approach that facilitates change

This study investigated the strategic impediments to mergers and acquisitions (M&A) in Ghana's oil marketing sector. Using a cross-sectional design and a quantitative approach, data was collected from 255 oil marketing companies (OMCs) through a survey. The results indicate that regulatory complexity significantly impedes M&A activities, while legal uncertainty does not have a significant impact. Economic stability and financial health positively influence the likelihood of successful M&A, but access to capital exhibits a surprising negative relationship. Neither strategic alignment nor organizational readiness significantly predicts M&A success. However, market fragmentation and competitive intensity strongly influence the feasibility of consolidation efforts. Robustness checks confirm the reliability of the findings. The study highlights the importance of regulatory frameworks, economic conditions, and market dynamics in shaping M&A outcomes and provides practical insights for stakeholders in the oil marketing sector. Policymakers are encouraged to streamline regulatory processes to facilitate smoother M&A transactions, ultimately fostering industry growth and competitiveness.

This study investigates how leadership qualities; proxied by education, entrepreneurial experience, and proactive decision-making; shape the performance and resilience of household enterprises in Ghana. Using panel data from the Ghana Socioeconomic Panel Survey (2009–2019), we examine how access to finance, exposure to economic shocks, and spatial context moderate these relationships. Fixed-effects and logistic regression models reveal that education and experience enhance profitability, while proactivity supports survival in specific contexts. Credit access demonstrates conditional effects: susu strengthens the benefits of education, informal credit supports survival but dampens leadership advantages, and digital loans yield inconsistent outcomes. Shocks weaken profitability but not survival, with experienced entrepreneurs showing adaptive capacity. Urban enterprises survive more often, yet proactive strategies in competitive urban markets yield limited returns. These findings highlight the conditional nature of leadership and underscore the need for context-sensitive, shock-responsive, and spatially differentiated enterprise support.

Research has revealed that Kenya's Commercial State Corporations continue to perform significantly worse, with their collective financial losses substantially exceeding projections. This deteriorating performance indicates a serious financial crisis in these state-owned enterprises. If this trend continues unchecked, it poses a major threat to Kenya's ability to achieve its long-term national development goals as outlined in Vision 2030. The objective of this study was to establish the moderating effect of government regulations on the relationship between integrative leadership style and organizational performance of commercial state corporations in Kenya. Utilising the Full Range Leadership Model, Theory of Public Interest Regulation and Resource-Based View Theory (RBV), the research implemented a cross-sectional survey design, gathering data from top management teams of all 52 commercial state corporations in Kenya via purposive sampling, while adhering rigorously to ethical standards during data analysis. The regression analysis showed a strong relationship (R = 0.748), with 55.9% of organizational performance explained by integrative leadership and government regulations. Both integrative leadership (β = 0.602, p < 0.001) and government regulations (β = 0.198, p < 0.001) were significant positive predictors of performance. The addition of an interaction term revealed a significant moderating effect (β = 0.113, p < 0.001), indicating that government regulations enhance the positive impact of integrative leadership on performance. This means that stronger regulatory frameworks amplify the effectiveness of integrative leadership, demonstrating that regulations act as a facilitator rather than a barrier. The study recommends that leaders in commercial state corporations adopt adaptive leadership strategies aligned with the regulatory environment to enhance organizational performance. By fostering a culture of compliance and ethical conduct in line with legal requirements, leaders can amplify the positive impact of their practices. Proactive engagement with regulatory bodies helps leaders stay informed about policy changes and integrate them into strategic decision-making. This responsiveness not only improves performance but also strengthens accountability and legitimacy. Ultimately, aligning leadership approaches with government regulations enables sustained success and better navigation of complex operational landscapes