Green supply chain management practices: review, framework and future research directions

Logistics operations are a significant contributor to greenhouse gas emissions, accounting for approximately 13% of global emissions (Acciaro and McKinnon, 2015; Huge-Brodin et al., 2020) and as much as 24% of global CO₂ emissions in 2018 (International Energy Agency, 2020). This figure rose to 8 billion metric tons of GtCO₂e in 2022 – a 14% increase – before moderating to 8% in 2023. The sector remains the second-largest contributor to global emissions, with projections indicating an alarming increase of up to 60% by 2050, and a 160% rise from freight alone (OECD, 2017; Magazzino et al., 2023). These trends underscore the urgent need for sustainable logistics practices to mitigate their environmental impact. The Paris Climate Agreement and related sustainable development goals (SDGs) 7, 12 and 13 emphasize the necessity of adopting policies to cap global warming at 2 °C, ideally at 1.5 °C (Polonik et al., 2021). In response, transitioning to green logistics practices (GLPs) has become an imperative for both scholars and practitioners (Klymenko and Lillebrygfjeld Halse, 2022; Kamewor et al., 2024).

Green logistics refers to the practice of minimizing the environmental impact of logistics operations while improving efficiency and reducing costs (Agyabeng-Mensah et al., 2020). This involves the adoption of sustainable practices, technologies and strategies to reduce carbon emissions, waste and other environmental effects throughout the logistics activities. Reflecting its critical importance, the literature on green logistics practices has grown substantially since its emergence in 1995 (Baah et al., 2020; Agyabeng-Mensah et al., 2021; Afum et al., 2022; Prataviera et al., 2023; Umar et al., 2022; Thanh Ha, 2024; Roy and Mohanty, 2024). However, despite regulatory measures, international market forces and stakeholder pressures (Agyabeng-Mensah et al., 2020; Prataviera et al., 2023), implementation of GLPs remains inadequate. Managers are often overwhelmed by the complexity of adopting GLPs, and existing drivers can act as either enablers or barriers depending on specific contexts (Evangelista et al., 2017; Owusu Kwateng et al., 2022; Amoako et al., 2023; Tetteh et al., 2024a, 2024b, 2024c). Addressing these challenges requires a deeper understanding of the mechanisms that facilitate GLPs adoption, as well as a comprehensive framework to guide implementation (Huge-Brodin et al., 2020). Responding to earlier calls (Grant et al., 2023; Tian et al., 2023; Prataviera et al., 2024; Nikseresht et al., 2024) on the need for a deeper understanding of the factors that could affect GLPs adoption, this study seeks to address these gaps by examining the drivers, outcomes and necessary conditions for GLPs, while proposing an integrative framework that combines leadership and competencies as crucial enablers.

This study posits that supply chain ethical leadership (SCEL) is a critical enabler of GLPs. SCEL refers to the ethical behavior and practices of focal firms that promote environmental and economic sustainability across logistics activities/operations (Wang and Feng, 2022; Agyabeng-Mensah et al., 2023). For example, a leading logistics company investing in fuel-efficient or electric vehicles can inspire other firms to adopt similar sustainable practices, creating a cascading effect throughout the sector. Such leadership is particularly impactful in regions like Ghana, where road transport dominates freight movement and contributes significantly to emissions. Research has shown that ethical supply chain leaders influence their partners to adopt similar values and practices, fostering strong relationships and enabling the exchange of strategic resources (Wang et al., 2022). By prioritizing sustainability, SCEL drives green initiatives and strengthens supply chain cohesion, thereby facilitating the widespread adoption of GLPs.

SCEL has been extensively studied in relation to green supply chain integration (Wang and Feng, 2022), corporate social responsibility (Saha et al., 2020) and sustainability performance (Burawat, 2019; Dey et al., 2022). However, its role in advancing GLPs remains underexplored. Recent calls from scholars (Agyabeng-Mensah et al., 2023; Kamewor et al., 2024) emphasize the need to examine how firms can leverage SCEL to drive green logistics. This study responds to these calls by investigating SCEL as a transformative mechanism for GLPs adoption, with particular focus on its interaction with green core competencies (GCC).

GCC refer to the unique skills, knowledge and capabilities that enable firms to implement environmentally sustainable practices. Previous studies have highlighted the critical role of GCC in driving green innovation and improving sustainability performance (Chen, 2008; Trott, 2013; Qu et al., 2022). However, little is known about how SCEL can influence the development of GCC within organizations. This study theorizes that SCEL fosters the acquisition of GCC by modeling ethical and sustainable behaviors. Leaders who prioritize sustainability inspire employees to adopt similar attitudes, promoting the internalization of green skills and knowledge (Brown and Treviño, 2006).

Firms exhibiting high SCEL are more likely to invest in training and resources related to environmental sustainability, enhancing employees’ capabilities to execute GLPs effectively. These competencies, in turn, serve as channels through which SCEL translates into tangible green logistics outcomes. For instance, SCEL can encourage firms to establish knowledge-sharing mechanisms, provide sustainability training and develop role models for green practices. This study examines GCC as a mediating factor that amplifies the impact of SCEL on GLPs, offering a novel perspective on how leadership and competencies interact to drive sustainable practices.

Building on a comprehensive review of the literature indexed in Scopus and Web of Science, this study proposes a unique framework that combines SCEL and GCC as complementary drivers of GLPs. The framework suggests that SCEL establishes the ethical foundation and strategic direction for sustainability, while GCC equips firms with the operational capabilities needed to execute these strategies. Together, they provide a robust mechanism for overcoming the barriers to GLPs adoption and achieving sustainability goals in logistics and transportation. By linking SCEL with GCC, this framework addresses the gaps in existing studies, offering a contingent view of how leadership and competencies shape sustainable practices. It also aligns with the evolutionary nature of green logistics, highlighting the need for firms to adapt their strategies in response to changing environmental and market demands. Ultimately, this study contributes to the literature by providing actionable insights for both researchers and practitioners, emphasizing the importance of ethical leadership and core competencies in advancing sustainability within the logistics sector.

A systematic literature review (SLR) methodology was used in this study to critically assess the existing body of knowledge on GLPs, delineate its boundaries and identify potential research gaps. Literature reviews play a crucial role in theoretical development by synthesizing and evaluating prior research (Afshan et al., 2021; Afshan et al., 2024). Unlike narrative reviews, systematic literature review adhere to a rigorous, transparent and replicable process for analyzing literature, enabling the derivation of well-founded conclusions (Xiao and Watson, 2019). This study followed the systematic literature review guidelines proposed by Tranfield et al. (2003), which have been widely adopted in similar research contexts (Spanaki et al., 2022; Gyimah et al., 2023). The methodology comprised three phases – planning, conducting and documenting – each consisting of distinct steps to ensure a systematic approach, as depicted in Figure 1.

The data for our study were sourced from the Scopus and Web of Science databases, which are recognized for their comprehensive collections of peer-reviewed journals (Fahimnia et al., 2015). A thorough review of the green logistics literature informed the selection of keywords, ensuring coverage of key themes related to the drivers, barriers and success factors of GLPs. Keywords included “green logistics,” “sustainable logistics,” “green logistics management,” “environmentally friendly logistics,” “climate neutral logistics,” as well as terms related to performance and sustainability outcomes, such as “sustainability performance,” “green performance,” and “environmental performance.” Articles containing these keywords in their titles, abstracts or keywords were included in the initial screening. Although studies on green logistics date back to 1995, this review was limited to the past 13 years (2011–2024) to reflect contemporary advancements in the field.

The search string used in both Scopus and Web of Science yielded 147 papers in Scopus and 33 papers in Web of Science, which were initially identified (Figure 1). However, the search was refined to include only journal articles, resulting in 46 papers in Scopus and 18 papers in Web of Science. Screening of these publications (Step 5) followed the guidelines proposed by Tranfield et al. (2003) and Webster and Watson (2002). Screening was conducted in accordance with established systematic literature review guidelines (Tranfield et al., 2003; Webster and Watson, 2002). Following practices from previous studies (Sivarajah et al., 2017; Mio et al., 2020; Gyimah et al., 2023; Tetteh et al., 2024b; and Kamewor et al., 2024), non-peer-reviewed articles, conference proceedings, books, editorials and reviews were excluded to maintain quality and relevance, removing 50 articles. Subsequently, we conducted further screening to eliminate non-English articles, non-peer-reviewed scientific papers and full articles that were not available, resulting in the exclusion of 66 articles. The remaining articles were reviewed to ensure that they explicitly focused on green logistics within the context of logistics sustainability. Articles that referred to logistics practices but did not explicitly study GLPs as well as duplicates were excluded, leading to the removal of 45 articles. After this process, 45 primary studies were identified (Step 6).

To ensure the validity and reliability of the analysis, the study used data and researcher triangulation techniques. Three authors independently reviewed and analyzed the primary studies to minimize researcher bias (Step 7). The findings were then synthesized and documented systematically to align with the study’s aims and objectives. A comprehensive review by the first author verified consistency in data analysis and consolidation, ensuring that the SLR accurately reflected the insights derived from the literature (Steps 7 and 8). The result was an evidence-based review that effectively captured the outcomes of the systematic literature review.

The analysis was facilitated by Biblioshiny, an R Studio tool for bibliometric analysis. Descriptive bibliometric analysis provided insights into key aspects of the literature, including top contributing authors, prominent sources, significant geographical contributors and highly cited papers. Additionally, the prevalent keywords associated with transport sustainability were examined to identify key themes and trends in the field.

Beyond bibliometric analysis, a traditional content analysis was conducted to uncover research gaps and methodological strategies for advancing future studies on green logistics. The combined approach enabled the identification of influential works, emerging trends and areas requiring further exploration. For example, the study highlighted gaps in addressing the integration of leadership and competencies as drivers of GLPs. By integrating bibliometric insights with a detailed content review, this systematic literature review offers a comprehensive understanding of the current state of green logistics research while providing a foundation for future methodological advancements and theoretical development in the field.

The data set spans publications from 2011 to 2024, encompassing 45 documents from 45 sources (Table 1). Over this period, the annual growth rate of publications reached 27.54%, reflecting an increasing scholarly interest in GLPs. The average age of the documents is 2.85 years, and each document accrues an average of 0.06557 citations, indicating its relevance within the academic community. The data set includes 277 unique Keywords Plus, although no specific author-provided keywords were identified. Collaboration is prominent, with 187 authors contributing to the data set, and only three documents being single-authored. On average, each document has 3.41 co-authors, with 39.34% of co-authorships being international. The predominant document type is “article,” with a few categorized as “early access.” These findings highlight a robust and collaborative research environment with diverse thematic contributions to the field.

The trend in annual publications reveals significant growth from 2011 to 2024, albeit with fluctuations (Figure 2). Between 2011 and 2013, only three papers were published, accounting for 6.67% of the data set. The year 2023 marked the peak, with nine publications representing 20% of the total documents. Notable contributions also occurred in 2020, 2022 and 2024, with six documents each, collectively accounting for 40% of the total. No publications were recorded in 2014, and limited output was observed in 2015 (two documents) and 2016 (three documents), both accounting for less than 7% of the total. This pattern reflects the growing scholarly interest in GLPs, with a surge in research activity in recent years, particularly in response to heightened global environmental concerns.

Table 2 presents a comparative analysis of academic journals contributing to the field of GLPs. Sustainability (Switzerland) leads with seven documents and 160 citations, indicating a substantial impact within sustainability studies despite a total link strength (TLS) of 1. Environmental Science and Pollution Research and the International Journal of Supply Chain Management each contributed four documents, with 32 and 58 citations, respectively, reflecting their influence in environmental and logistics domains. Notably, Benchmarking produced one document but garnered 102 citations, highlighting its focused and impactful contribution. Similarly, Vision produced one document with 39 citations but registered a TLS of 0, suggesting less integration within academic networks. These metrics underscore the varied scholarly impact of these journals in advancing GLPs research.

Table 3 identifies the most cited authors, offering insights into their academic influence. Sarkis J. leads with 61 citations and a TLS of 320, reflecting extensive recognition and collaborative engagement. Zhu Q. follows with 38 citations and a TLS of 281, indicating a significant presence in the literature and robust research partnerships. Zhang Y. and Khan S.A.R. have citation counts of 26 and 25, with respective TLS values of 175 and 170, suggesting moderate yet impactful contributions. Wang Y., with 24 citations and a TLS of 140, demonstrates substantial engagement within the academic community. These figures highlight the pivotal roles these scholars play in advancing knowledge on GLPs.

Table 4 presents contributions by academic institutions. The Faculty of Engineering Management at Poznan University of Technology, Poland and Karabuk University, Turkey, each contributed two documents, accruing 74 citations with a TLS of 3. In contrast, Panchkula, Haryana, India, contributed one document with 40 citations and a TLS of 2, though it appears to represent a region rather than a specific institution. Harran University, Turkey, produced two documents – one each from its Faculty of Applied Sciences and its Vocational School – garnering 22 citations per document and a TLS of 1. These contributions reflect a geographically diverse academic interest in GLPs.

Most cited documents.Table 5 highlights the top-cited papers. Lau (2011) leads with 102 citations, emphasizing its significant impact on benchmarking in GLPs. Önsel Ekici et al. (2016), published in Transportation Policy, received 78 citations, reflecting its relevance to transportation sustainability. Trivellas et al. (2020), with 71 citations, demonstrates a strong uptake in sustainability research despite its recent publication. Kirschstein (2015) and Jermsittiparsert K (2019) garnered 69 and 40 citations, respectively, contributing valuable insights into methodological and logistics sustainability.

Figure 3 illustrates intellectual collaborations across 29 countries, with China leading with 13 publications (20.17% of the total). This prominence is attributed to China’s focus on enhancing logistics sustainability in response to the COVID-19 pandemic. China’s strong ties with countries like Singapore, Malaysia, Pakistan, the UK, Lebanon and Russia highlight its collaborative research efforts. India and Turkey follow with 12 papers (18.62%), showing strong collaborations with countries such as Poland, Saudi Arabia and the UK. Research in these countries focuses on themes such as green logistics, artificial neural networks and logistics performance, with limited attention to environmental performance (see Figures 4 and 5).

A co-word analysis using VOSviewer revealed 123 items across 16 clusters, 363 links and a TLS of 367, offering a conceptual map of GLPs research (Figure 6). Keywords such as “green logistics,” “green supply chain,” “sustainable development,” and “environmental sustainability” emerged as dominant themes (Figure 7). Clustering based on co-occurrence reflects thematic groupings, aligning studies with specific lines of argumentation or focus areas (Donthu et al., 2021). For instance, clusters associated with “circular economy” and “green human capital” highlight emerging trends in integrating sustainability into logistics operations. These insights provide a comprehensive view of the intellectual framework and thematic evolution in GLPs research. The analyses illustrate the dynamic growth, collaborative networks and thematic diversity in GLPs research, offering a foundation for identifying future research directions and methodological advancements in sustainable logistics.

This section presents a comprehensive content analysis of the identified studies on GLPs conducted over the last 13 years (2011–2024). The analysis explores the methodological choices, theoretical underpinnings and antecedents, decisions and outcomes of GLPs, offering valuable insights into the current research landscape and identifying gaps for future investigation.

An in-depth content analysis of the literature on GLPs revealed the prevalent methodological approaches and analytical techniques used in the field, offering valuable insights into research trends and opportunities (Appiah et al., 2022). The analysis (see Table 6) indicates a dominance of quantitative methodologies, accounting for 91% of the reviewed studies, while qualitative approaches constituted only 9%. Notably, no studies used mixed-method approaches, highlighting a gap in the integration of quantitative and qualitative techniques. Most studies used cross-sectional designs (91%), where data were collected at a single point in time, whereas only a minority adopted longitudinal approaches, such as panel or time-series studies, to capture temporal dynamics. The research primarily focused on the logistics and manufacturing sectors, with additional studies encompassing mixed industries, including electronics, textiles, automobiles and fast-moving consumer goods.

The measurement of GLPs varied across the literature, reflecting diverse conceptualizations of the construct. Some studies approached GLPs as a composite construct, as seen in Baah et al. (2020), Sharma et al. (2023) and Agyabeng-Mensah et al. (2019, 2021). Others adopted a multidimensional perspective, exploring specific components such as green transportation (Yontar, 2022; Alvarenga et al., 2023; Vienažindienė et al., 2021), green packaging (Alvarenga et al., 2023; Vienažindienė et al., 2021), reverse logistics (Baah et al., 2021), sustainable transport (Ueasangkomsate and Suthiwartnarueput, 2018; Baah et al., 2021) and eco-friendly technologies (Karia, 2020; Jazairy et al., 2021). These varied perspectives underscore the evolving understanding of GLPs and the importance of adopting a holistic approach to their measurement.

The analytical techniques used in GLPs research spanned qualitative and quantitative methods. Qualitative studies primarily used thematic analysis, while quantitative research predominantly relied on structural equation modeling (SEM), used in 60% of the reviewed studies. Regression analysis accounted for 14%, with other studies using exploratory and confirmatory factor analyses. The prominence of SEM reflects its utility in examining complex relationships among variables, enabling researchers to explore the multifaceted nature of GLPs effectively. However, the limited use of qualitative techniques and the absence of mixed-method approaches present opportunities for methodological diversification.

The insights from this review emphasize the need for more diverse research approaches to deepen the understanding of GLPs. Specifically, adopting mixed-method designs could integrate the strengths of both quantitative and qualitative approaches, while longitudinal studies could provide dynamic insights into the evolution of GLPs over time. Additionally, leveraging qualitative techniques such as thematic analysis could advance sustainability research in the logistics and transport sector. These advancements align with the achievement of key SDGs, including SDG 7 (affordable and clean energy), SDG 9 (industry, innovation and infrastructure), SDG 11 (sustainable cities and communities), SDG 12 (responsible consumption and production) and SDG 13 (climate action), underscoring the transformative potential of GLPs in achieving global sustainability objectives.

Of the 45 articles reviewed, 20 (44%) used nine distinct theories, which were categorized into three overarching research streams:

1. Resource-advantage theories;

2. Organization-related theories; and

3. System-related theories (Figure 8).

Resource-advantage theories were the most frequently cited, with the natural resource-based view (NRBV) and the resource-based view (RBV) being the predominant frameworks. The NRBV (Agyabeng-Mensah et al., 2021) emphasizes the importance of leveraging unique environmental resources and capabilities, such as green logistics competencies, to achieve sustainable competitive advantages. Similarly, the RBV (Sharma et al., 2023) highlights the role of internal resources in driving firm performance, particularly through the development of capabilities that are valuable, rare, inimitable and non-substitutable. Other notable theories in this category include resource advantage theory (Afum et al., 2022), which focuses on how effective resource allocation can enhance organizational outcomes, and resource dependence theory (Agyabeng-Mensah et al., 2021), which explores how organizations navigate their dependencies on external resources to foster sustainability.

Organization-related theories provided insights into the influence of external pressures and stakeholder dynamics on GLPs. Institutional theory (Sharma et al., 2023) was a key framework in this stream, examining how organizations respond to regulatory, normative and cognitive pressures to adopt sustainable logistics practices. This theory underscores the importance of societal expectations and institutional norms in shaping organizational behavior toward sustainability. Complementing this perspective, stakeholder theory (Agyabeng-Mensah et al., 2019) examined how diverse stakeholder interests – including those of customers, suppliers and investors – drive the implementation of GLPs. This theory posits that organizations adopt GLPs not only to address environmental concerns but also to align with the expectations and values of key stakeholders, thus enhancing their legitimacy and long-term viability.

System-related theories addressed the broader contextual and relational dynamics influencing GLPs. Contingency theory (Karia, 2020) posits that the effectiveness of green logistics initiatives depends on specific contextual factors, such as organizational size, industry type and external environmental conditions. This perspective highlights the need for tailored approaches to implementing GLPs based on unique organizational and market contexts. Transactional cost economics (Jazairy et al., 2021) provided insights into how GLPs can reduce inter-organizational transaction costs by fostering efficiency and trust among partners. Agency theory (Youngswaing et al., 2024) explored the relationships between different actors, particularly the mechanisms by which principals (e.g. firms) ensure that their agents (e.g. suppliers or logistics providers) align with sustainability objectives. A growing trend in the literature toward multi-theory approaches reflects a recognition of the complexity inherent in GLPs, with scholars increasingly integrating multiple theoretical lenses to provide comprehensive insights into the drivers, barriers and outcomes of sustainable logistics practices.

The organization of systematic literature reviews can be significantly enhanced by adopting frameworks such as the Theory Context-Methodology and Antecedents, Decisions and Outcomes (ADO) frameworks, as recommended by Paul et al. (2021). This study uniquely employs the Antecedent-Decision-Outcomes (ADO) framework (Paul and Criado, 2020; Kapoor and Banerjee, 2021), which offers distinct advantages over similar models like the Theory, Construct, Characteristics and Methods (TCCM) or the 6 W Framework. The ADO framework is characterized by its simplicity, with only three main categories – Antecedents, Decisions and Outcomes – its thematic analysis structure that avoids confining researchers to specific theories, and its ability to uncover research gaps, particularly in outcomes, that might be overlooked by other frameworks. A key strength of the ADO framework lies in its emphasis on the interrelationships between its elements, illustrating how antecedents (A) drive decisions (D), which subsequently influence outcomes (O), such as supply chain sustainability (Singh et al., 2021). To identify the ADO, we used content analysis to identify the drivers of green logistics (refereed as antecedents), decisions also being the moderating and mediating factors and the outcomes are the implications of GLPs documented in previous studies. This interconnected approach provides a holistic view of the logistics decarbonization process, offering clarity and comprehensive coverage while highlighting its impacts on sustainability (see Figure 9).

Our systematic literature review, guided by the ADO framework, highlights that the adoption of GLPs is driven by both internal organizational factors and external environmental pressures. Internal drivers include top management support, emphasizing leadership commitment to sustainability; organizational characteristics such as size, sector and financial resources; and the role of human capital and employee engagement in fostering sustainable initiatives. Supply chain integration further facilitates alignment across the value chain, enhancing GLPs implementation. Externally, stakeholder and institutional pressures from customers, suppliers and regulatory bodies, coupled with growing public environmental awareness, create strong incentives for adopting GLPs. Additionally, technological advancements, including innovations in green systems and eco-friendly technologies, significantly accelerate the transition toward sustainable logistics practices.

The adoption of GLPs is significantly shaped by internal organizational factors, which serve as critical enablers for sustainable logistics transformation. First, top management support emerges as a pivotal internal driver, as leadership commitment to environmental consciousness establishes the strategic foundation for adopting sustainable logistics practices (Lew et al., 2018). When top management actively prioritizes green initiatives, it creates a culture that fosters environmental stewardship and allocates the necessary resources for GLPs implementation. Second, organizational characteristics, such as firm size, industry sector and financial resources, play a substantial role in determining the capacity and motivation to adopt GLPs (Sureeyatanapas et al., 2018). Larger firms or those in environmentally intensive sectors often have greater access to resources and face heightened scrutiny, thereby accelerating their adoption of sustainable logistics practices.

Third, human capital and employee engagement further amplify the success of GLPs implementation. Skilled and knowledgeable employees are essential for navigating the complexities of green logistics, while motivated staff actively contribute to the successful adoption of sustainable practices. Employee engagement ensures buy-in at all organizational levels, fostering a collective commitment to achieving sustainability goals. Finally, supply chain integration enhances GLPs execution by enabling seamless collaboration across the value chain. Well-integrated logistics network align stakeholders’ efforts, facilitating the coordination of green initiatives and ensuring that sustainable practices are consistently applied throughout the network.

In addition to internal factors, external environmental pressures exert significant influence on the adoption of GLPs. First, stakeholder and institutional pressures are among the most prominent drivers of sustainable logistics practices. Customers, suppliers and regulatory bodies increasingly demand environmentally responsible operations, compelling firms to integrate green logistics into their business models (Alvarenga et al., 2023). Meeting these expectations not only satisfies external demands but also enhances the organization’s legitimacy and competitiveness in the marketplace. Second, public environmental attitudes further reinforce the need for green logistics. As societal awareness of environmental issues grows, market demand for sustainable products and services intensifies, pressuring organizations to align their logistics practices with evolving consumer values.

These external pressures create a landscape where firms must proactively adopt green practices to maintain stakeholder trust and market relevance. Moreover, organizations that effectively respond to these pressures often gain reputational and competitive advantages, underscoring the strategic importance of addressing external environmental demands. The interplay between internal readiness and external expectations establishes the foundational conditions for successful GLPs adoption.

Third, technological advancements represent a critical external enabler of GLPs, providing innovative tools and systems to support sustainable logistics initiatives. Innovations such as green logistics systems, eco-friendly technologies and advanced data analytics facilitate the implementation and monitoring of green practices. These technologies enable firms to optimize transportation routes, reduce energy consumption and enhance supply chain transparency, thereby improving the overall efficiency and sustainability of logistics operations. By leveraging cutting-edge solutions, organizations can overcome traditional logistical challenges and achieve significant environmental and operational benefits.

Technological innovation also drives the adoption of green logistics by enhancing the feasibility of sustainable practices. For instance, the development of alternative fuels, electric vehicles and energy-efficient warehousing technologies reduces the environmental impact of logistics activities while delivering cost savings and operational efficiencies. These advancements underscore the transformative role of technology in reshaping logistics systems to align with sustainability goals, making it an indispensable component of green logistics strategies. Finally, the successful adoption of GLPs is contingent upon the dynamic interplay between internal organizational factors and external environmental pressures. Internal factors such as top management support, human capital and supply chain integration must align with external pressures like stakeholder demands, public environmental attitudes and technological advancements to create an ecosystem conducive to sustainability. This alignment ensures that organizations are not only prepared to meet external expectations but are also equipped with the resources, skills and collaborative mechanisms necessary for effective implementation.

Firms that balance internal readiness with external demands are better positioned to achieve sustainable logistics outcomes. For example, top management’s commitment to environmental goals can drive the adoption of advanced technologies, while engaged employees can operationalize stakeholder-driven initiatives. Similarly, integrated supply chains can amplify the impact of external pressures by facilitating collaboration and knowledge sharing across partners. By addressing both internal and external antecedents in a cohesive manner, organizations can effectively navigate the complexities of GLPs, ensuring long-term success and alignment with sustainability objectives.

Decisions in GLPs focus on strengthening the drivers that facilitate successful implementation and improved outcomes. The review identifies four critical enablers that create a supportive environment for advancing GLPs:

1. management commitment, which ensures strategic alignment and resource allocation for sustainability initiatives;

2. the organization’s environmental attitude, reflecting a deeply embedded ethos that drives sustainable practices;

3. corporate reputation, where a strong environmental image fosters trust and collaboration with stakeholders; and

4. supply chain flexibility, enabling organizations to adapt quickly to new green technologies and practices.

These factors collectively enhance the effectiveness of antecedents and contribute to achieving superior GLPs outcomes.

First, management commitment is a cornerstone for the successful implementation of GLPs. Active leadership ensures that sustainability is integrated into an organization’s strategic objectives, thereby fostering a culture of environmental responsibility. Committed management plays a critical role in mobilizing resources, allocating budgets and prioritizing green initiatives within the organization. This commitment is not limited to verbal advocacy but extends to active involvement in decision-making processes that support GLPs adoption. Leaders who demonstrate a proactive stance on sustainability inspire organizational alignment with green objectives, enhancing the effectiveness of sustainability initiatives. Moreover, this commitment facilitates the development of comprehensive environmental strategies that are well-coordinated with the organization’s overall goals, ensuring that GLPs are not perceived as isolated or peripheral activities but as integral components of business success.

Second, organization’s environmental attitude serves as a foundational philosophy that drives the adoption and sustenance of GLPs. This attitude encompasses the collective values, beliefs and norms within the organization regarding environmental stewardship and sustainability. A strong environmental attitude cultivates an internal culture that encourages employees to engage in sustainability initiatives and align their daily operations with green objectives. It also shapes decision-making processes, guiding the selection of eco-friendly technologies, sustainable suppliers and efficient logistics practices. Externally, a robust environmental attitude enables organizations to resonate with public sentiment and stakeholder expectations, enhancing their responsiveness to societal demands for environmental accountability. By fostering a culture that values sustainability, organizations can ensure consistent commitment to green logistics initiatives, reinforcing their long-term viability.

Third, corporate reputation also plays a pivotal role in fostering the adoption and success of GLPs. A positive environmental reputation enhances stakeholder trust, thereby facilitating collaboration with suppliers, customers and investors on green initiatives. This reputation serves as a tangible indicator of the organization’s commitment to sustainability, attracting partnerships and investments that support eco-friendly practices. Internally, a strong environmental brand fosters employee pride and engagement, motivating the workforce to actively contribute to green initiatives. Externally, it creates a competitive edge in the marketplace, appealing to environmentally conscious consumers and differentiating the organization from less sustainable competitors. Additionally, a reputable environmental profile mitigates stakeholder pressures by proactively addressing sustainability concerns, ensuring that the organization remains ahead of regulatory and market demands (Amoako et al., 2022).

Finally, supply chain flexibility is a critical operational enabler for the effective implementation of GLPs. Adaptive supply chains allow organizations to quickly respond to changes in environmental regulations, market demands and technological advancements. This flexibility enhances the organization’s ability to integrate green technologies and practices across the value chain, ensuring timely and efficient adoption of sustainability measures. For instance, flexible supply chains can accommodate shifts toward alternative fuels, energy-efficient transportation or circular economy models, aligning operations with environmental goals. Furthermore, supply chain flexibility facilitates collaboration with partners on green initiatives, enabling seamless integration of sustainability practices throughout the logistics network. By fostering agility and adaptability, supply chain flexibility ensures that organizations can navigate the complexities of green logistics while maintaining operational efficiency and competitiveness.

GLPs yield significant environmental, operational and strategic benefits that can be manifested in business performance, supply chain sustainability and logistic-specific outcomes (Figure 10). First, GLPs can significantly enhance business performance through financial gains, operational efficiency and customer satisfaction. Financially, GLPs contribute to increased profitability by reducing costs and enabling market differentiation. For example, adopting energy-efficient technologies, optimizing transport routes and reducing waste through sustainable practices lower operational expenses. These cost savings, coupled with an enhanced brand reputation for environmental responsibility, enable firms to attract environmentally conscious consumers, creating new revenue streams (Baah et al., 2020). Additionally, operational efficiency is boosted as GLPs streamline processes and optimize resource utilization (Mbima and Tetteh, 2023). Efficient logistics operations, such as improved warehouse management and inventory control, reduce delays and waste, fostering better supply chain reliability (Kanyepe et al., 2023). Moreover, GLPs positively impact customer satisfaction by enhancing service quality and fostering loyalty. Consumers increasingly value companies that adopt eco-friendly practices, perceiving them as socially responsible, which enhances their overall customer experience and loyalty (Abdullah et al., 2016).

Second, GLPs play a vital role in advancing supply chain sustainability by addressing both environmental and social dimensions. From an environmental perspective, GLPs reduce emissions, minimize waste and conserve resources through practices such as adopting alternative fuels, using renewable energy sources and implementing recycling programs. These measures align logistics operations with global sustainability goals, enhancing environmental performance and contributing to decarbonization (Agyabeng-Mensah et al., 2021). Social sustainability is also improved as GLPs create better working conditions, encourage fair labor practices and foster stronger community engagement. For example, logistics firms that integrate sustainability into their operations may provide safer and healthier work environments for employees and support community development initiatives, building trust and stronger relationships with stakeholders (Afum et al., 2022).

Third, GLPs contribute to enhanced operational efficiency, sustainable practices and export competitiveness in logistics-specific contexts. Sustainable logistics initiatives, such as adopting green transportation technologies and optimizing logistics routes, improve the efficiency of logistics processes. These improvements reduce costs, enhance delivery reliability and minimize environmental impacts, creating a win-win scenario for firms and their stakeholders. Furthermore, GLPs promote export competitiveness by aligning logistics practices with international environmental standards. Firms that comply with green logistics requirements are better positioned to access global markets, as they meet the sustainability criteria increasingly demanded by international trade partners (Ueasangkomsate and Suthiwartnarueput, 2018).

Furthermore, strategically, GLPs can enable firms to contribute to the circular economy and enhance their green competitiveness. By adopting circular economy principles, logistics companies can shift from linear models of production and consumption to systems that emphasize resource reuse and recycling. For instance, practices like reverse logistics, where products are returned for recycling or refurbishment, reduce waste and conserve resources, fostering sustainable logistics management. GLPs also enhance green competitiveness, as firms adopting sustainable logistics practices are perceived as industry leaders in innovation and environmental stewardship (Sharma et al., 2023). This strategic positioning not only improves market share but also aligns with broader societal goals for environmental sustainability and responsible business practices.

In summary, the findings from this systematic content analysis provide a detailed understanding of the methodologies, theories and dynamics influencing GLPs. The insights underscore the importance of leadership, organizational capabilities and stakeholder collaboration in driving sustainability initiatives. By leveraging these factors, firms can achieve significant environmental and operational benefits, contributing to broader sustainability goals such as SDGs 7, 9, 11, 12, 13 and 15. Future research should focus on diversifying methodological approaches, integrating multi-theory perspectives and exploring under-researched areas such as longitudinal impacts and sector-specific GLPs strategies.

GLPs have gained increasing scholarly attention in recent years, particularly since 2020, with leading journals such as Sustainability, Environmental Science and Pollution Research and Journal of Cleaner Production publishing 11 (11), five (5) and four (4) papers respectively. The literature has extensively explored drivers of GLPs, focusing primarily on top management support, stakeholder pressures, institutional demands, business characteristics, environmental awareness and financial capacity. While these factors are critical for the initial acceptance of GLPs, their post-implementation acceptance and sustained usage largely depend on the organizational culture and values. Zhang and Awasthi (2014) highlighted that the reluctance of senior management to embed sustainable practices into core operations accounts for the low adoption rates of GLPs, despite considerable consumer and regulatory pressures.

A significant research gap identified in this review is the limited focus on ethical leadership and green competencies as drivers of GLPs. Although ethical leadership and organizational competencies have gained traction in sustainability research over the past decade, empirical studies that validate how ethical leadership fosters the development of unique green competencies to drive sustainability initiatives are scarce. Specifically, the role of ethical leadership in the context of sustainable logistics remains underexplored. This presents an opportunity to investigate the novel intersection of ethical leadership, GCC and GLPs, offering insights into how ethical leadership can shape sustainability practices within logistics.

This study addresses this gap by examining the role of SCEL in promoting GLPs. Ethical leaders in logistics are positioned to drive transformative changes, such as adopting fuel-efficient or electric vehicles, inspiring a cascading effect of sustainable practices across logistics operations (Agyabeng-Mensah et al., 2023; Kitsis and Chen, 2020). The study theorizes that SCEL can cultivate GCC among employees through role modeling and knowledge-sharing mechanisms, enabling workers to internalize green skills, knowledge and attitudes (Brown and Treviño, 2006). Ethical leaders are proposed to actively provide training and resources related to environmental sustainability, equipping firms to leverage internal capabilities to enhance GLPs (Knoppen and Knight, 2022; Agyabeng-Mensah et al., 2023).

The research further posits that GCC mediates the relationship between SCEL and GLPs, offering a pathway through which ethical leadership can enhance sustainable logistics practices. By exploring these mechanisms, the study responds to calls for examining the enablers and mediators of sustainable logistics practices (Kamewor et al., 2024). The proposed conceptual framework addresses three critical research questions:

To address these questions, our study proposes a novel conceptual framework (Figure 11) that illustrates the relationships among SCEL, GCC and GLPs. Specifically, our framework posits that SCEL positively influences the development of GCC, which subsequently facilitates the successful implementation of GLPs across the logistics activities. By unpacking these intricate linkages, the framework advances the understanding of ethical leadership, organizational capabilities and environmental sustainability within logistics. Drawing on the social learning theory, the proposed framework outlines a theoretical foundation for understanding the interplay between SCEL, GCC and GLPs. This framework provides a nuanced perspective on how ethical leadership and organizational competencies jointly drive sustainability in logistics. By presenting four (4) theoretical propositions, our study highlights the direct and mediated relationships between SCEL, GCC and GLPs, as well as their synergistic effects. Additionally, the study’s proposed conceptual framework advances multiple SDGs, particularly SDG 7, by demonstrating how ethical leadership can drive sustainable energy transformations in logistics through strategic competence development. By exploring how SCEL can foster GCC, the research provides a pathway for logistics companies to accelerate clean energy adoption, directly supporting SDG 7’s targets. Simultaneously, the framework contributes to SDG 9 by promoting innovative infrastructure, SDG 11 by improving urban logistics sustainability, SDG 12 through responsible production practices and SDG 13 by reducing carbon emissions. By emphasizing organizational capabilities in driving sustainable transitions, the study offers a nuanced mechanism for achieving sustainable development goals, demonstrating how leadership, competence and ethical commitment can catalyze systemic change across multiple interconnected sustainability dimensions.

Drawing on the social learning theory and the framework four (4) theoretical propositions of influence among the constructs have been discussed below (Figure 11). Social learning theory suggests that individuals can acquire new behaviors, skills and competencies by observing and imitating the actions of credible role models (Bandura, 1977). In the context of green or sustainable logistics management, SCEL serves as a role model, demonstrating ethical and environmentally responsible behaviors to both internal employees and external partners. Within the organization, SCEL can foster the development of GCC among employees through role modeling and knowledge-sharing mechanisms. By observing the ethical and green actions of their leaders, employees are more likely to internalize and adopt similar behaviors, leading to the acquisition of green skills, knowledge and attitudes (Brown and Treviño, 2006). Additionally, SCEL firms may actively provide employees with training and resources related to environmental sustainability, further enhancing their GCC. With external partners, SCEL can facilitate the development of GCC through knowledge transfer and collaborative learning processes. As mentioned earlier, SCEL firms actively share green knowledge and information with their partners, enabling them to learn and improve their green capabilities (Kong, Feng, and Huo, 2021). Furthermore, by coordinating operational processes and aligning on common green performance goals, SCEL firms create opportunities for logistics partners to acquire green competencies through joint problem-solving and knowledge exchange. By fostering GCC within the organization and among partners, SCEL indirectly influences the adoption and successful implementation of GLPs. GCC, which encompasses the collective green skills, knowledge and attitudes of an organization and its partners, serves as a critical mediating factor. Organizations with strong GCC are better equipped to effectively execute GLPs, such as environmentally friendly transportation, warehousing and distribution strategies (Lun et al., 2015). Therefore, social learning theory provides a theoretical basis for understanding how SCEL can indirectly influence GLPs through the mediating role of GCC. By serving as ethical role models and facilitating knowledge-sharing and collaborative learning processes, SCEL enables the development of GCC, which, in turn, enhances the successful implementation of GLPs, leading to the four (4) prepositions. These propositions are discussed in subsequent sections below.

The paper posits that SCEL plays a pivotal role in driving GLPs both within organizational boundaries and across broader supply chain networks. Grounded in social learning theory, SCEL entails the demonstration of ethical and sustainable behaviors through personal and organizational actions, as well as fostering such behaviors among employees and supply chain partners via open communication, collaboration, reinforcement and informed decision-making (Saha et al., 2020; Wang and Feng, 2023). Internally, SCEL acts as a cornerstone for cultivating a green organizational culture. When employees observe ethical and environmentally responsible actions modeled by their leaders, they are likely to emulate these behaviors, reinforcing the principles of social learning (Lian et al., 2022). Consequently, strong SCEL enables employees to view leaders as benchmarks for learning, thereby motivating active engagement in sustainability initiatives and promoting GLPs within the organization (Wang and Feng, 2023).

Externally, SCEL significantly influences logistics partners through three mechanisms. First, in alignment with social learning theory, ethical leadership encourages moral behaviors by role-modeling appropriate conduct. Focal firms demonstrating high levels of SCEL prioritize long-term development and societal benefits by formulating environmentally conscious decisions that address stakeholder expectations (Hoang et al., 2023). Observing these practices, logistics partners perceive such firms as trustworthy, instilling confidence and encouraging their own commitment to green actions, thereby enhancing the adoption of GLPs (Al Halbusi et al., 2023). Second, SCEL not only exemplifies ethical behaviors but also strengthens partners’ green capabilities by facilitating social learning processes. Focal firms with robust SCEL actively share critical green knowledge, including insights on government regulations and consumer preferences, enabling partners to enhance their sustainability capabilities (Kong, Feng, and Huo, 2021). This approach fosters knowledge sharing and dissemination of green information across logistics networks, facilitating the integration of GLPs at multiple levels.

Third, SCEL emphasizes both the outcomes and processes of achieving sustainability goals. Ethical leaders with high SCEL coordinate operational processes with partners to achieve common objectives in green logistics. These processes may include eco-friendly procurement, order execution, engineering modifications and the introduction of sustainable products or services (Babalola et al., 2019). Through such coordinated efforts, SCEL enhances the operational alignment of logistics network, ensuring the effective implementation of green logistics initiatives (Wang and Feng, 2023). In summary, SCEL fosters GLPs by cultivating a green culture internally, serving as a role model for external partners, enabling knowledge sharing and facilitating operational coordination to achieve sustainability objectives. Supported by social learning theory and prior empirical studies (e.g. Gosling et al., 2016; Saha et al., 2020; Wang and Feng, 2023; Agyabeng-Mensah et al., 2023; Ogaga et al., 2023), the paper underscores SCEL as a critical determinant of successful GLPs adoption and implementation. This highlights the central role of ethical leadership in driving sustainability transitions in logistics operations. This leads to the first proposition:

SCEL plays a pivotal role in cultivating GCC within organizations by setting a foundation for environmentally responsible practices and fostering sustainable behavior throughout the network (Leal Filho et al., 2024). Social learning theory, introduced by Bandura (1977), provides a theoretical framework for understanding how ethical leadership influences GCC. According to this theory, individuals acquire new behaviors and skills by observing and modeling the actions of influential role models. In the context of logistics management, leaders act as these role models and their ethical conduct, coupled with a commitment to environmental sustainability, can profoundly shape the attitudes and behaviors of employees and partners. SCEL exemplifies ethical decision-making by prioritizing environmental concerns and actively promoting green practices, thereby creating an environment conducive to social learning. Leaders who consistently demonstrate a commitment to sustainability inspire employees and partners to adopt similar values and behaviors, fostering a culture of environmental stewardship (Shahzad et al., 2024). By advocating for resource conservation, waste reduction and renewable energy adoption, ethical leaders emphasize the importance of GCC, which encompasses the knowledge, skills and capabilities necessary for implementing sustainable practices effectively (Carter and Rogers, 2008). Through their actions and communications, SCEL reinforces the significance of GCC, encouraging both internal and external stakeholders to engage in sustainable initiatives.

Additionally, SCEL facilitates learning by leveraging the principles of social learning theory, such as vicarious and observational learning (Bandura, 1999). Ethical leaders create opportunities for employees and partners to learn through platforms that support knowledge sharing, dissemination of best practices and collaborative problem-solving. These opportunities enable stakeholders to benefit from each other’s experiences in implementing green initiatives, fostering a collective learning process that strengthens GCC across the logistics network.

Empirical evidence underscores the relationship between SCEL and GCC development. For example, Paulraj et al. (2017) found that ethical leadership positively influences the adoption of environmental management practices and the enhancement of green competencies within organizations. Similarly, Sajjad et al. (2020) demonstrated that ethical leadership plays a critical role in boosting environmental performance and promoting green innovation capabilities. These findings align with the principles of social learning theory, highlighting how SCEL can inspire the acquisition, refinement and application of GCC throughout the logistics network. In summary, SCEL serves as a catalyst for the development of GCC by fostering a culture of environmental stewardship, acting as a role model and enabling opportunities for collaborative learning and knowledge sharing. This synergy between ethical leadership and GCC is essential for achieving long-term environmental sustainability and securing a competitive advantage in modern logistics operations. This leads to the second proposition:

GLPs are gaining prominence in today’s business landscape due to heightened awareness of environmental sustainability and the imperative to minimize the carbon footprint of logistics operations (Moshood et al., 2021; Agyabeng-Mensah et al., 2021). While existing research highlights the influence of institutional pressures, stakeholder demands, leadership commitment and resource availability on the adoption of GLPs, an emerging and critical determinant is GCC. GCC refers to an organization’s collective knowledge, skills and capabilities for effectively integrating environmental considerations into operations and decision-making processes (Qu et al., 2022; Kuo et al., 2022). These competencies enable firms to identify environmental challenges, develop eco-friendly strategies and enhance environmental performance through continuous improvement.

The social learning theory (Bandura, 1977) provides a robust framework for understanding how GCC influences the adoption and effectiveness of GLPs. According to this theory, individuals and organizations learn by observing and modeling the behaviors and outcomes of others. Organizations with strong GCC often serve as role models within their industry or logistics networks, showcasing successful implementations of green practices such as alternative fuel vehicles, efficient route planning and sustainable packaging solutions (Sarkis et al., 2011). This vicarious learning inspires other organizations to replicate and adopt these practices, driving broader diffusion of GLPs. Reinforcement mechanisms further underscore the significance of GCC in shaping GLPs. Organizations with strong GCC often experience tangible benefits such as enhanced brand reputation, increased customer loyalty and cost savings, all of which serve as positive reinforcement for continuing and expanding GLPs (Srivastava, 2007). These incentives not only motivate the focal organization but also encourage partners and industry peers to pursue similar sustainable initiatives.

The development and enhancement of GCC are frequently supported by organizational learning processes, including environmental training, knowledge sharing and continuous improvement programs (Sarkis et al., 2010). Firms that actively engage in these practices strengthen their capacity to adopt and sustain GLPs, ensuring long-term environmental and operational benefits. Empirical evidence further reinforces the critical role of GCC in driving sustainability initiatives. Studies indicate that organizations with advanced green competencies are more effective in implementing practices such as eco-design, green procurement and reverse logistics, thereby achieving superior environmental and economic outcomes (de Oliveira et al., 2018; Kuo et al., 2022). In conclusion, GCC serves as a pivotal enabler of GLPs by providing the requisite knowledge, skills and capabilities for embedding sustainability into logistics operations. By fostering vicarious learning, reinforcing sustainable behaviors and leveraging organizational learning mechanisms, GCC significantly enhances the likelihood of successful adoption and implementation of GLPs. This leads to our third proposition:

SCEL reflects the commitment and actions of leaders who promote ethical values, principles and practices, prioritizing environmental sustainability (Blome et al., 2017). Ethical leaders serve as role models, shaping organizational culture and influencing the development of GCC within their organizations. Drawing on social learning theory (Bandura, 1977), individuals and organizations acquire behaviors and competencies by observing and modeling credible and influential leaders. Leaders who consistently demonstrate strong ethical values and a commitment to sustainability set a benchmark for employees and partners, fostering a culture of environmental responsibility and promoting the integration of sustainable practices.

SCEL cultivates GCC by shaping organizational culture, values and norms aligned with environmental responsibility (Svensson and Wood, 2008). Leaders who embody ethical conduct and actively promote environmental awareness create an organizational climate conducive to acquiring, disseminating and applying environmental knowledge and skills (Blome et al., 2017). This process facilitates the development of GCC, which encompasses the collective expertise, capabilities and resources necessary to incorporate environmental considerations into logistics practices.

Additionally, ethical leaders inspire and motivate employees to align their behaviors and decisions with the organization’s environmental goals. When employees perceive their leaders as ethical and dedicated to sustainability, they are more likely to engage in environmentally responsible practices, including implementing green logistics initiatives (Sarkis et al., 2010; Blome et al., 2017). Empirical evidence supports this relationship. For instance, Koh et al. (2018) found that organizations with strong ethical leadership and environmental commitment were more likely to develop GCC, which subsequently facilitated the adoption of sustainable initiatives such as eco-design, green purchasing and reverse logistics.

SCEL plays a pivotal role in fostering GCC by creating an environment that supports environmental awareness and sustainability. Through role modeling and promoting organizational learning, ethical leaders enhance GCC, enabling organizations to effectively integrate green considerations into their logistics operations. This alignment highlights the mediating role of GCC in transmitting the effects of SCEL to GLPs, ensuring the successful implementation of sustainability initiatives. This leads to the proposition:

This paper makes a significant contribution to the growing body of literature on ethical leadership by extending its application to green logistics management, an area of increasing relevance in the context of global sustainability challenges. While much of the extant research has focused on drivers of GLPs such as top management awareness, institutional pressures and stakeholder demands, this study introduces SCEL as a central mechanism driving the successful implementation of GLPs. It highlights how SCEL fosters the development of GCC, which serve as critical enablers for achieving sustainability goals within and beyond organizational boundaries. By situating SCEL at the nexus of leadership and sustainable logistics practices, the study shifts the narrative toward a deeper understanding of the dynamic interplay between ethical leadership and organizational capabilities.

A distinctive contribution of this study is its application of social learning theory to the field of green logistics. Unlike earlier works that predominantly relied on frameworks such as the NRBV, this paper adopts a social learning perspective to explore how SCEL can inspire, model and facilitate the development of GCC within organizations. Social learning theory emphasizes the role of observational learning and modeling, wherein leaders’ behaviors and values serve as benchmarks for employees and partners. By positioning SCEL as a role model for ethical and sustainable practices, the paper provides a theoretical foundation for understanding how leadership can catalyze organizational change and foster a culture of environmental stewardship.

This novel theoretical approach enables a more nuanced understanding of the mechanisms through which ethical leadership shapes sustainable practices. Specifically, SCEL is shown to influence not only internal organizational dynamics, such as employee engagement and knowledge-sharing, but also external supply chain relationships through collaborative learning and knowledge transfer. By aligning leadership practices with the strategic goals of sustainability, the study bridges the gap between theoretical constructs and practical applications, offering valuable insights for both academics and practitioners.

Although the study is conceptual in nature, it lays a robust foundation for future empirical research. The proposed framework can be tested through both qualitative and quantitative methods, enabling scholars to validate its applicability and relevance across different sectors and geographic contexts. Qualitative approaches, such as case studies and interviews, can provide rich insights into the lived experiences of leaders and employees in implementing GLPs. Quantitative methods, such as SEM and confirmatory factor analysis (CFA), can empirically assess the relationships among SCEL, GCC and GLPs, providing statistical evidence to support the conceptual model.

Moreover, the study opens avenues for cross-disciplinary research by integrating insights from leadership theory, sustainability studies and green logistics management. This integrative approach not only advances theoretical understanding but also offers practical guidance for organizations seeking to align their leadership strategies with sustainability objectives. By proposing SCEL as a pivotal driver of GCC and GLPs, the paper contributes to the broader discourse on ethical leadership and sustainable logistics management, highlighting its potential to drive meaningful environmental and organizational change.

This research offers actionable insights for managers aiming to integrate sustainability into their logistics operations, emphasizing the transformative role of SCEL in embedding environmental responsibility within organizational practices and culture. SCEL functions as a catalyst for driving sustainability initiatives by fostering a leadership culture rooted in ethical values such as transparency, accountability and environmental stewardship. Managers should prioritize the cultivation of ethical leadership skills across all levels of the organization. Ethical leaders not only inspire employees but also act as role models for sustainable behavior, encouraging the development of GCC essential for implementing GLPs effectively. By demonstrating a genuine commitment to sustainability, ethical leaders can align organizational culture with long-term environmental goals.

To capitalize on the potential of SCEL, organizations should allocate resources strategically to build the capabilities of their workforce through targeted training programs and collaborative partnerships with academic and research institutions. These programs should focus on equipping employees with technical knowledge and practical skills in environmental sustainability, including green logistics management, resource optimization and the use of eco-friendly technologies. Collaborative partnerships with academic institutions can also facilitate access to cutting-edge research and innovations, which can be adapted to organizational contexts. In addition to training, fostering cross-functional collaboration among departments such as logistics, procurement, operations and sustainability can ensure alignment and synergy in achieving green objectives. This collaborative approach encourages information sharing and integrated decision-making, which are critical for the seamless implementation of GLPs.

Human capital development should also extend to areas such as change management, environmental analysis and strategic problem-solving, which are critical for navigating the complexities of implementing green initiatives. Managers should recognize that investments in human resources are as important as those in process automation and quality systems. Building a workforce that is not only technically proficient but also deeply engaged with the organization’s sustainability vision can drive innovative solutions and continuous improvement. This holistic approach to capacity building ensures that employees are prepared to adapt to evolving environmental challenges and contribute meaningfully to the organization’s sustainability goals.

The study also highlights the mediating role of GCC, underscoring the importance of aligning leadership strategies with organizational capabilities to achieve comprehensive sustainability outcomes. Managers are encouraged to view sustainability not merely as a technological challenge but as a multifaceted endeavor that is deeply integrated into the organization’s leadership philosophy and learning processes. By embedding environmental goals into the core strategic framework of the organization, managers can create a culture of accountability and innovation that spans across sectors and geographies. This perspective reinforces the idea that sustainability should be seen as a strategic imperative rather than a standalone initiative, with SCEL serving as the driving force to align organizational values, practices and capabilities toward achieving impactful and enduring environmental outcomes. Through these efforts, managers can position their organizations as leaders in sustainable logistics management, contributing to both competitive advantage and global sustainability goals.

The study presents significant policy implications, particularly in the context of advancing the SDGs related to sustainable transportation and logistics. The paper underscore the critical role of SCEL as a strategic mechanism for driving environmental sustainability. Policymakers can leverage these insights to design targeted interventions that encourage organizations to adopt SCEL and invest in GCC, thereby fostering widespread implementation of GLPs. Governments and regulatory bodies should consider introducing financial and non-financial incentives, such as tax benefits, subsidies and grants, for firms demonstrating ethical leadership and commitment to sustainability. Additionally, developing certification programs that recognize excellence in GLPs can serve as both a motivator and a benchmark for organizations striving to enhance their environmental performance.

Policy frameworks should emphasize the dual pillars of technological innovation and leadership development to create a comprehensive approach to sustainability. While technological advancements such as green logistics systems, eco-friendly transportation and renewable energy adoption remain crucial, policymakers must also prioritize cultivating ethical leadership and fostering organizational learning. Ethical leaders play a pivotal role in instilling sustainability-focused values and behaviors within organizations, ensuring that environmental goals are deeply embedded in strategic decision-making processes. To achieve this, governments can introduce national guidelines that promote knowledge-sharing platforms and collaborative initiatives among stakeholders. These platforms can facilitate the dissemination of best practices, technological solutions and policy updates, creating a networked approach to sustainable logistics management.

In alignment with the proposed framework, these policy initiatives can address multiple interconnected SDGs. For example, promoting SCEL can accelerate the transition to clean energy by driving the adoption of green technologies and energy-efficient practices within logistics systems that meet SDG 7 (Affordable and Clean Energy), whereas encouraging ethical leadership can foster the development of innovative logistics solutions and sustainable infrastructure which enables industries to meet environmental standards while maintaining competitiveness in line with SDG 9 (Industry, Innovation and Infrastructure). Similarly, policies that incentivize sustainable logistics practices can help reduce the environmental footprint of urban transportation and improve the quality of life in urban areas in line with SDG 11 (Sustainable Cities and Communities).

Moreover, SDG 12 (Responsible Consumption and Production) can be advanced by encouraging organizations to integrate sustainability into their logistics operations through ethical leadership and GCC development. This integration can promote responsible resource use, waste reduction and circular economy practices. Finally, policies that align with the proposed framework can directly contribute to reducing carbon emissions and mitigating the environmental impact of logistics operations that are aligned with SDG 13 (Climate Action). By incentivizing organizations to adopt SCEL and GLPs, policymakers can create a robust framework for climate action that aligns economic growth with environmental sustainability. In conclusion, aligning policy mechanisms with the insights from this study offers a holistic approach to achieving sustainability goals. By focusing on the interplay of leadership, competencies and innovation, governments can foster an ecosystem where organizations are empowered to integrate sustainability into their core strategies. Such an approach not only advances the SDGs but also positions nations and industries as global leaders in sustainable logistics management.

Amid growing environmental challenges and escalating stakeholder demands for sustainability, the adoption of GLPs has become a critical imperative for organizations striving to reduce their ecological footprint while maintaining legitimacy and competitiveness. This paper presents a novel framework that integrates SCEL, GCC and GLPs, offering a nuanced understanding of the relationships among these constructs. By using social learning theory as its theoretical foundation, the study underscores the transformative role of SCEL in shaping organizational culture, fostering GCC and driving the successful implementation of sustainable logistics practices.

The proposed framework highlights how SCEL serves as a catalyst for embedding ethical and environmental values within organizational strategies and operations. Ethical leaders act as role models, inspiring employees and partners to adopt green values and behaviors. Through mechanisms such as knowledge sharing, collaboration and continuous learning, GCC fosters the development of GCC, defined as the collective skills, knowledge and capabilities required to integrate environmental considerations into logistics processes. These competencies enable organizations to address environmental challenges proactively and innovate sustainable solutions.

A key contribution of the framework is its emphasis on the mediating role of GCC in translating ethical leadership into actionable GLPs. GCC act as a critical conduit through which the influence of SCEL is operationalized, facilitating the adoption of practices such as pollution prevention, resource-efficient transportation and sustainable product stewardship. This mediation underscores the interplay between leadership and organizational capabilities in achieving sustainability outcomes. The framework demonstrates that ethical leadership alone is insufficient without the presence of strong competencies to execute and sustain green initiatives. The findings of this study provide actionable insights for organizations seeking to enhance their sustainability performance. The framework underscores the importance of cultivating ethical leadership that champions environmental values, not only within the organization but also across logistics networks. By prioritizing the development of GCC, organizations can align their capabilities with sustainability goals, creating a competitive edge while addressing global environmental concerns. Moreover, fostering collaborative relationships among partners enhances the integration of green practices, ensuring that sustainability efforts extend beyond organizational boundaries.

In conclusion, this study contributes to the burgeoning literature on sustainable logistics management by elucidating the mechanisms through which leadership and organizational capabilities drive sustainability. The integration of SCEL, GCC and GLPs offers a comprehensive roadmap for achieving long-term environmental and competitive goals. By aligning leadership strategies with organizational capabilities and fostering a culture of collaboration, organizations can effectively navigate the complexities of sustainability and position themselves as leaders in the green economy. Future research should focus on empirically validating the framework across diverse industries and regions, further enriching the understanding of how ethical leadership and competencies influence sustainable logistics practices.

This study, being conceptual in nature, has inherent limitations that need to be addressed to strengthen the proposed framework and its applicability. First, the framework is derived from a synthesis of existing literature and, as such, lacks empirical validation. Future research should prioritize the use of empirical methods, including surveys, case studies and experimental designs, to test the relationships among SCEL, GCC and GLPs. These methodologies would provide robust evidence to substantiate the theoretical propositions, offering insights into their applicability across various organizational and cultural contexts.

The literature review for this study focused exclusively on English-language publications indexed in prominent databases like Web of Science and Scopus. While this approach ensures rigor and relevance, it potentially excludes significant contributions from non-English studies or research published in other academic databases. Expanding the review to incorporate diverse linguistic and regional perspectives could provide a richer and more inclusive understanding of GLPs. This broader scope would also help identify cultural nuances and localized strategies for implementing sustainable practices.

The framework is underpinned by social learning theory, which offers valuable insights into how ethical leadership influences sustainability outcomes. However, this singular theoretical perspective might not fully capture the complexities of factors driving GLPs. Integrating additional frameworks, such as dynamic capability theory, stakeholder theory or institutional theory, could provide a more comprehensive understanding of the interplay between organizational leadership, competencies and external pressures. These perspectives could elucidate how firms adapt their capabilities in response to evolving environmental demands, how stakeholder expectations shape sustainability strategies, and how institutional environments influence the adoption of GLPs.

Moreover, there is a pressing need to develop and standardize metrics for assessing the success of GLPs. Current literature often lacks consistent and practical tools for evaluating the effectiveness of these practices. Future research should aim to establish clear, quantifiable metrics that can be used by practitioners to assess and refine their sustainability efforts. Such metrics would not only bridge the gap between theory and practice but also enhance the practical relevance of the proposed framework.

The proposed framework also opens up opportunities for mathematical modeling and empirical testing. Advanced multivariate statistical techniques, such as SEM, CFA and exploratory factor analysis (EFA), can be used to test the relationships between SCEL, GCC and GLPs rigorously. Additionally, longitudinal studies could offer valuable insights by capturing the dynamic evolution of ethical leadership, competencies and logistics practices over time. This temporal perspective would provide a deeper understanding of how these constructs interact and influence one another in different stages of organizational growth and environmental adaptation.

Finally, future research should explore the applicability of the framework across diverse industries, geographic regions and cultural contexts. Conducting comparative studies in industries such as technology, healthcare and public services, as well as in emerging and developed economies, would enhance the generalizability and relevance of the framework. Understanding the contextual factors that facilitate or hinder the adoption of GLPs in various settings would provide actionable insights for both scholars and practitioners. By addressing these limitations and exploring the proposed research directions, future studies can build on the foundation laid by this conceptual work. Such efforts would contribute to advancing the discourse on sustainable logistics management, bridging theoretical insights with practical applications, and ultimately driving meaningful progress toward global sustainability goals.

The authors gratefully acknowledge the financial support provided by The Regional Transport Research and Education Centre, Kumasi (TRECK) for this research study.