Background: Creativity, innovation, and learning behaviour are essential in accomplishing a competitive edge and the prerequisite of leadership in enhancing employee creativity and organisational growth. However, it is still unclear how team creativity and leadership are related. Objective: The research evaluates the effects spiritual leadership has on employee creativity, together with green human resource management (GHRM) practices within small and medium-sized enterprises (SMEs). The proposed framework explains the pathways through which spiritual leadership creates green workplaces that both engage employees and drive sustainable organisational expansion. Methodology: The study employed qualitative approach to attain its aim. The researchers collected data from 21 SME employees while the collected data were analysed using thematic analysis done with N-Vivo 14. Results: The outcomes of this research indicate that spiritual leadership encourages employee creativity and green HRM practices. This eventually enhances organisational performance and staff creativity, providing meaningful information to companies looking to elevate sustainability and overall performance. Conclusion: Leadership is an important requirement for effective management of small and medium scale enterprises. Unique Contribution: The outcomes present a new perspective on the relationship between spiritual leadership and employee results, escalating the value of creative strategies that help team members' personal and professional development. Key Recommendation: All organizational strategies and procedures must include environmental sustainability to create a unified HRM strategy. Leaders are important in advancing this integration by supporting eco-friendly projects and improving an environment that stimulates employee involvement and innovation.

The post-pandemic work environment has intensified emotional strain, hybrid-work fatigue, and cognitive disengagement, making it increasingly difficult for leaders to sustain trust and authentic engagement in diverse, digitally disrupted teams. Existing leadership models emphasize cognition and behavior but overlook the real-time emotional, relational, and physiological processes that shape contemporary managerial dynamics. This study introduces Mirror Leadership, a novel theoretical framework grounded in Emotional Appraisal Theory (EAT) and Polyvagal Theory (PVT) to explain how leaders influence team well-being through emotional co-regulation, reflective attunement, and embodied presence. Using a conceptual research design and narrative synthesis across neuroscience, psychology, and leadership studies, the paper advances six propositions that describe how Mirror Leaders cultivate psychological safety, resilience, relational repair, and trust in hybrid and multicultural contexts. The model offers a distinct theoretical contribution by integrating cognitive appraisal mechanisms with neurophysiological processes of safety and connection, thereby reframing leadership as a symbolized, neuro-emotional, and intercultural process rather than a solely cognitive or strategic function. Findings suggest that emotionally attuned and synchronized leaders foster biologically grounded trust, intercultural cohesion, and affective stability during uncertainty. The study further outlines implications for research, including the need for empirical validation using physiological and behavioral measures, and implications for practice, such as enhancing leadership development, cross-cultural training, and emotionally intelligent management in hybrid workplaces. Mirror Leadership thus provides a foundational and globally relevant framework for understanding emotionally intelligent and culturally competent leadership in the new world of work.