This study examines the interconnection between organizational culture, leadership behaviour and organizational success and create an empirical link based on data drawn from one of Nigeria’s Cement Manufacturing Companies. This research was conducted using the quantitative method across the staff in the selected company. Semi-structured questionnaires were distributed to a population sample of 63 participants. From the results, there exists a significant relationship between these three elements while the organizational cultural type and style of leadership enforces the existing relationship. It was discovered that organizational culture which refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. We established that administrators or top management officers tend to modify their leadership behaviour to achieve the organization’s goals which in turn often influence job satisfaction on the part of the employee. It was also ascertained that there was a positive link between organization culture, leadership behaviour and organizational success. Findings also revealed that the culture of the organization has a two-way effect on the success of the organization, likewise the leadership traits and behaviour.

This chapter discusses green human resources (HR) and its impact on sustainable business solutions. It embraces work area research and writing audit way to discover the connection between green HR and sustainable business performance. This chapter examines the influence of human resources (HR) as a fundamental capacity in an organisation. The role of HR in the organisation has moved beyond focusing on realising organisational objective but into the integration of corporate strategy with environmental sustainability through environmentally friendly practice. The study explores instrumental theory, which focuses on both shareholder and stakeholders' interests of an organisation. Therefore, organisations need to align its operational objectives with environmental sustainability objectives through effective green HR practices to achieve sustainable business solutions.

This chapter discusses green human resources (HR) and its impact on sustainable business solutions. It embraces work area research and writing audit way to discover the connection between green HR and sustainable business performance. This chapter examines the influence of human resources (HR) as a fundamental capacity in an organisation. The role of HR in the organisation has moved beyond focusing on realising organisational objective but into the integration of corporate strategy with environmental sustainability through environmentally friendly practice. The study explores instrumental theory, which focuses on both shareholder and stakeholders' interests of an organisation. Therefore, organisations need to align its operational objectives with environmental sustainability objectives through effective green HR practices to achieve sustainable business solutions.

This chapter reports on the findings of the study undertaken to explore the relationship between transformational leadership and transformational teaching/learning in the Kuwaiti context. Using interpretivism and qualitative research methods, this study relies on 21 in-depth interviews, which comprise a range of academics at different levels. The interviewees were academics who have experienced the varying nature of heads of departments' (HoDs') leadership behaviour, which has impacted their motivation, engagement, commitment, and personal satisfaction/growth and in turn affected transformational teaching. In addition to prior identified transformational leadership impacts, four themes emerged that explain the impacts that HoDs' leadership style has on academics and students' learning, development, and outcome. This study found that transformational leadership positively impacts transformational teaching and learning. The study implies that transformational leadership correlates with transformational teaching that enables academics and students to learn, develop, and be motivated.

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