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Azerbaijan's dynamic and diverse retail landscape is driving an escalating demand for motivated personnel, both locally and globally, to address sustainable development requirements. In competitive and demanding retail environments, the success of organizations can rely on confident, skilled, motivated, and informed employees to meet challenging business demands and inclusive growth. As Azerbaijan's retail competitive edge continues to expand, there is a heightened need for effective employer-employee interactions and strategic human capital to navigate intricate organizational hurdles. The targeted population for this study included current retail employees, and semi-structured in-depth interviews with 15 participants from 15 different retail service organizations were conducted. Hence, this research study addresses a crucial gap in leadership literature by examining the interplay between destructive leadership and employees' psychological empowerment, encompassing dimensions like meaningfulness, self-determination, competence, and impact. Employing a qualitative phenomenological approach, the study delves into the real-life experiences of employees within the Azerbaijani retail sector. The study concludes that destructive leadership can significantly hamper employees' psychological empowerment, resulting in negative impacts on their work role orientation, engagement, productivity, and commitment.

Ever-growing business challenges emphasize the necessity for organizations to develop a competent workforce to achieve more stable and inclusive growth. Therefore, this study explored the ever-growing interest in expatriate workers to support organizational competitiveness. This study focuses on Uzbekistan, as its growing competitiveness is pressurizing leader-follower dyads and organizational innovation capabilities to improve productivity, reduce costs, and become more profitable. Workplace environments can be sensitive towards leadership behaviours that can adversely affect expatriates’ readiness for innovation. Therefore, this research study addressed the gap in empirical evidence within the leadership literature relevant to the interplay between toxic leadership and expatriates’ readiness for innovation. This qualitative descriptive study employed an explorative phenomenological cross-sectional design (n=10) into expatriates’ real-life experiences to understand the effects of toxic leadership on their readiness for innovation. The findings from the phenomenological study suggest that toxic leadership can adversely affect expatriate’s readiness for innovation. &nbsp