The study aimed to reveal the role of lean leadership on sustainable human resources management (SHRM) at the University of Dohuk, as adopted lean leadership as an independent variable expressed in its dimensions (culture of improvement, self-development, qualifications, Gemba, Hoshin Kanri) and SHRM as a dependent variable represented by (sustainable planning, sustainable employment, sustainable training, sustainable performance evaluation, sustainable compensation and motivation) in an attempt to address a research problem that states: “Do administrative leaders adopt lean leadership in the organization under study to adopt SHRM in terms of its aforementioned dimensions? ” To achieve this, the study adopted the descriptive analytical approach and a hypothetical diagram that reflects the nature of its hypotheses, which expressed the extent of the influence between them at the macro and micro levels. To test these hypotheses, the questionnaire was distributed to a sample consisting of (153) respondents from the senior and middle administrative leadership in the organization under study. The data was analyzed using statistical methods within the program (SPSS, Ver. 27). The study reached several conclusions that confirmed that the leaders of the surveyed organization had a clear perception and understanding of the dimensions that express the reflection on SHRM, in addition to the presence of a significant effect of lean leadership with its dimensions, together and individually, on SHRM, in a way that indicates that SHRM derives the elements of its existence from lean leadership in the organization under study. That is, the more the leaders of the researched organization possess lead leadership, the more this helps in adopting SHRM. The study concluded by presenting several necessary proposals for the organizations in general and the ones studied in particular, about the two variables of the study.