Unlocking Sustainable Performance: The Dual Role of Organizational Learning and Psychological Safety under Sustainable Leadership, Shahd Mohamed, Dr Sajjad Nazir, Dr Sarfraz Javed

Shahd Mohamed
Sohar University
Sohar
Oman
ORCID: 0009-0007-3658-3622
Dr Sajjad Nazir
Sohar University
Sohar
Oman
ORCID: 0000-0002-6602-0886
Dr Sarfraz Javed
Sohar University
Sohar
Oman
ORCID: 0000-0002-1992-3484

Purpose: Today, scholars and practitioners increasingly recognize sustainable leadership as a powerful way to address sustainability challenges. This study examines how sustainable leadership influences sustainable performance by exploring the mediating roles of organizational learning and psychological safety.
Design/methodology/approach: Questionnaire surveys were used to collect the data from 315 employees working in different industries in Oman. Structural equation modelling (SEM-PLS) was used to analyze the data.
Findings: The results revealed a positive relationship between sustainable leadership and both organizational learning and psychological safety. Furthermore, organizational learning and psychological safety are positively related to sustainable performance. Finally, organizational learning and psychological safety positively mediated the relationship between sustainable leadership and sustainable performance.
Implications: Developing leaders who prioritize sustainability, promote organizational learning, and cultivate psychological safety can significantly strengthen employees’ commitment to sustainability goals. These actions enable organizations to build resilience and achieve long-term economic, social, and environmental benefits.
Originality: This study highlights the importance of sustainable leadership in fostering sustainability through organizational learning and psychological safety in emerging economies, such as Oman.
Keywords: Sustainable Leadership; Organization Learning; Psychological Safety; Sustainable Performance; Oman; SDG 8 & 12.