As career success increasingly prioritizes personal satisfaction over traditional metrics, authentic leadership has emerged as a key driver of subjective career success. This study examines the mediating roles of psychological safety and mindfulness in this relationship within a sustainable work environment. Drawing on self-determination theory, emotional contagion theory, and conservation of resource theory, a mediation model is proposed. In this model, authentic leadership enhances psychological safety, which fosters mindfulness and ultimately leads to subjective career success. A rival mediation model further positions mindfulness as a predictor of psychological safety, offering a novel perspective on their interplay. A cross-sectional survey of 287 employees from diverse industries tested these models using correlation, multiple regression, and serial mediation analyses. The results confirm that authentic leadership significantly predicts subjective career success through psychological safety and mindfulness. The rival model suggests a bidirectional relationship, where mindfulness also contributes to psychological safety. These findings highlight the importance of fostering psychological safety and mindfulness to promote a sustainable work environment. This study contributes to both theoretical understanding and practical applications of authentic leadership in human resource management. Organizations aiming to enhance employee well-being and career satisfaction should implement leadership development and mindfulness training programs. Aligning these initiatives with the United Nations Sustainable Development Goals (SDG 3: Good Health and Well-being; SDG 8: Decent Work and Economic Growth) can strengthen sustainable business practices. Future research should explore the long-term impact of authentic leadership and mindfulness on career success through longitudinal studies.

This case report combined PEST, SWOT, a business model canvas, and knowledge management to develop a theoretical framework for assessing business models, and smart and sustainable management of two case study companies—Tung Sheng and Strong Basic—in Taiwan during the COVID-19 pandemic. A case study and heuristic inquiry research design was adopted. Secondary data and interviews with top managers were used to triangulate within the same cases. The results show that the case study companies owned capabilities in R&D as a foundation to further apply new smart ICT (information and communication technology) and execute green manufacturing. Strong key partnerships were useful resources to diversify business investment, although current qualified employees were not sufficient. Resilient practices included adopting new and green technology to mitigate the negative impacts of the COVID-19 pandemic. This study establishes a useful framework for case study research and provides practical information about business models, and smart and sustainable management in two case studies.

During the Covid-19 pandemic in Taiwan, analytical tools of PEST (political, economic, social-cultural, and technological), SWOT (strength, weakness, opportunity, threat), nine building blocks of a business model canvas, and knowledge management were combined to develop a theoretical framework, and used to assess business, smart and sustainable management of two case companies: Tung Sheng Company Limited and its subsidiary, Strong Basic Enterprise Limited. A heuristic inquiry research design was adopted. In addition to secondary data from the two case companies, major top managers were interviewed to reveal constructive questions about the existing business models and to re-interpret strategy. The results showed that case companies own capabilities of R & D (research and development) as a foundation to further apply new smart ICT (information and communication technology) and execute green manufacturing. Additionally, strong key partnerships are used to diversify business investment for leveraging on limited resources given current insufficient qualified employees. Resilient practices adopted new and green technology to help mitigate the negative impacts of the Covid-19 pandemic. This study provides a useful framework and practical information about how to examine business models, smart and sustainable management processes of the two case companies and to make adjustments in strategies for the future.