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Prof. Dr. Paola Magnano
Kore University of Enna
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Prof. Dr. Gabriela Topa
Social and organizational Psychology, Universidad Nacional de Educacion a Distancia
Spain

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Home > Archives > Vol. 10 No. 11 (2025): published > Research Articles
ESP-3997

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2025-11-26

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Vol. 10 No. 11 (2025): published

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Research Articles

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Copyright (c) 2025 Murooj Mohammad Sattar, Hanaa Ismaei Naddf, Aeda Hadi Saleh, Huda Yousif Khattab, Talib Kalefa Hasan, Ihor Shpektorenko

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How to Cite

Murooj Mohammad Sattar, Hanaa Ismaei Naddf, Aeda Hadi Saleh, Huda Yousif Khattab, Talib Kalefa Hasan, & Ihor Shpektorenko. (2025). Leadership in sustainable development: Managing a multigenerational workforce. Environment and Social Psychology, 10(11), ESP-3997. https://doi.org/10.59429/esp.v10i11.3997
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Leadership in sustainable development: Managing a multigenerational workforce

Murooj Mohammad Sattar

Al-Turath University, Baghdad 10013, Iraq

Hanaa Ismaei Naddf

Al-Mansour University College, Baghdad 10067, Iraq

Aeda Hadi Saleh

Al-Mamoon University College, Baghdad 10012, Iraq

Huda Yousif Khattab

Al-Rafidain University College, Baghdad 10064, Iraq

Talib Kalefa Hasan

Madenat Alelem University College, Baghdad 10006, Iraq

Ihor Shpektorenko

Dnipro University of Technology, Dnipro 49005, Ukraine


DOI: https://doi.org/10.59429/esp.v10i11.3997


Keywords: leadership effectiveness; workforce adaptability; sustainability engagement; transformational leadership; multigenerational workforce; organizational resilience; innovation adoption.


Abstract

This study empirically examines how leadership styles influence adaptability, sustainability engagement, and innovation across a multigenerational workforce using a cross-industry dataset (N = 624) collected through an online survey. We found that Integrated, Transformational, Participative, Servant, and Transactional leadership styles positively correlate with workforce adaptability, sustainability engagement, and innovation-support behaviors.

Workforce adaptability was evaluated with the Adjustment Index (AI), sustainability involvement with the Sustainability Effectiveness Index (SEI), and leadership influence on innovation with the Innovation Potential Index (IPI). Each index was derived from multi-item Likert scales and validated using reliability tests (α = .84–.91) and multigroup measurement invariance.

Inferential analyses using ANOVA and multigroup SEM demonstrate that workplaces adopting Integrated and Transformational leadership report significantly higher adaptability (p < .001), sustainability participation (p < .01), and knowledge transfer across generational cohorts. Analysis shows that Integrated and Transformational leadership models maximize workforce retention, sustainability adoption, and knowledge transfer, especially among Millennials and Generation Z. In contrast, the effects of Transactional leadership were statistically weak or non-significant (p > .05), indicating limited impact on sustainability participation and innovation outcomes. Sector-level comparisons indicate that technology and financial services exhibit the strongest sustainability compliance and innovation adoption, partially mediated by leadership practices.

This study highlights the need for generationally agile leadership frameworks for optimizing collaboration, sustainability commitment, and long-term organizational resilience. Future studies should examine AI-enabled leadership systems and cross-cultural variations to strengthen the global applicability of sustainable leadership models.


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