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Leadership is key to building a culture of continuous learning within organizations. This study aims to explore the pivotal role of leadership in creating a culture of constant learning within organizations by bibliometric and content analysis. It also introduces propositions and frameworks that emphasize the importance of fostering a growth mindset, encouraging knowledge sharing, promoting learning agility and leveraging technology to support lifelong development.

Using data from the Web of Science Core Collection, the author performed a complete analysis of publication features, collaboration networks and keywords in the field using VOSviewer software. Furthermore, drawing on social cognitive theory, this paper also presents propositions that integrate key concepts and strategies for fostering a culture of learning.

The data shows a large increase in publications on leadership and organizational learning, particularly since 2000, indicating an increasing interest and importance in this field. The author proposes leaders who demonstrate a commitment to continuous improvement and invest in learning resources empower their teams to embrace new challenges and explore innovative solutions. By fostering a culture of learning, organizations can enhance employee engagement, foster creativity and innovation and adapt more effectively to changing market dynamics.

This study offers a unique perspective on the role of leadership in driving learning and development initiatives. By implementing the principles, organizations can create a competitive advantage by cultivating a workforce that is agile, resilient and equipped to thrive in an ever-changing world.

This study aimed to investigate the impact of leader STARA competence (LSC) – managing and implementing smart technologies, artificial intelligence, robotics and algorithms– on green competitiveness (GC) in the tourism and hospitality sectors. It also investigated the role of employee green creativity (EGC) as a mediator between LSC and GC and the mediating role of green human capital (GHC) in the relationship between EGC and GC.

The study utilized PLS-SEM to analyze 320 responses obtained from middle-level management at five-star hotels and travel agencies in Egypt, using WarpPLS statistical software 7.0.

Leader STARA competence positively affects employee green creativity and green competitiveness. Employee green creativity positively affects green competitiveness and green human capital. Green human capital positively affects green competitiveness. In addition, the study demonstrated significant mediation roles of green human capital in the employee green creativity and green competitiveness relationship and employee green creativity in the leader STARA competence and green competitiveness relationship.

The study offers several practical implications for tourism and hospitality enterprises. It underscores the significance of leader STARA’s competence in advancing green competitiveness.

The study provides new insights into how emerging concepts like leader STARA competence, green human capital and employee green creativity simultaneously predict green competitiveness within tourism and hospitality enterprises. It also contributes significantly to enriching the social exchange theory.