Abstract

The present investigation aims to provide a theoretical framework for identity leadership, as well as to comprehend the significance of leadership in organizational sustainability by forming, representing, enhancing and solidifying a common social identity inside the business. This Review combines empirical and theoretical studies published in prominent publications in management, psychology and application to provide a cohesive model of identity leadership. The study focuses on the psychological and social mechanisms of identity leadership and how they impact critical outcomes at the individual team and organizational levels. The findings show that identity leadership is a major predictor of improved follower cohesiveness, collective efficacy supportive group behavior and performance, particularly in situations requiring high connectedness and a clear collective message. This review highlights critical deficiencies, notably the necessity for more longitudinal and cross cultural studies to implement identity leadership for the advancement of sustainability, as well as research into its adverse effects, therefore fostering more sustainable organizational practices.