Bridging Training and Leadership: A Systematic Review of Creative Self-Efficacy and Sustainable Performance
Keywords:
Sustainability Training, Entrepreneurial Leadership, Creative Self-Efficacy, Sustainability Performance, SLRAbstract
In the era of digital transformation and the global pursuit of net-zero emissions, organizations are increasingly required to embed sustainability principles into their core strategies. This systematic literature review (SLR) explores the influence of sustainability training and entrepreneurial leadership on sustainability performance, with creative self-efficacy as a mediating variable and innovation work behaviour as a moderator. The findings indicate that sustainability training is a strategic mechanism to enhance green capabilities, although its effectiveness is often constrained by limited resources and cultural resistance, particularly in small and medium enterprises (SMEs). Entrepreneurial leadership emerges as a critical driver of innovative strategies that align business opportunities with the Sustainable Development Goals (SDGs). Creative self-efficacy is consistently identified as a psychological bridge linking training and leadership with sustainable performance, while innovation work behaviour demonstrates a contextual moderating role, reinforcing outcomes in organizations with supportive innovation climates. However, the literature remains fragmented, dominated by cross-sectional quantitative studies and biased towards developed countries. This review contributes by synthesizing dispersed findings an integrative framework, mapping research trends, and identifying conceptual, methodological, and contextual gaps. The study offers theoretical contributions for leadership and sustainability models, practical insights for policymakers and practitioners, and a roadmap for future interdisciplinary research
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