Employees’ green behavior is closely associated with their ethics, morals and social responsibility, yet we know little about when and how green behavior prevails among employees. This study aims to investigate the influences of green transformational leadership on employees’ behavior, specifically through the mediating mechanisms of role model perception and employee satisfaction. Drawing upon the social learning theory, this study seeks to understand how green transformational leadership can influence the green behavior of employees. In addition, it examines the role of leader identification as a potential moderator of the hypothesized relationships.
The data was collected via questionnaires from 302 employees of the public sector universities of Pakistan. This study used SPSS Process Macros and AMOS software to test the hypothesized model.
The findings revealed a positive relationship between green transformational leadership and employees’ green behavior. Furthermore, green transformational leadership positively influences employees’ green behavior via employees’ role model perception and satisfaction. Findings also suggested that leader identification does not moderate the proposed relationships.
This study offers unique perspectives for organizations that ethically promote employees’ sustainability and green behavior. Leaders may transform the behavior of employees as role models. By focusing on green transformational leadership and integrating sustainability into organizational policies, organizations can create a work environment that promotes sustainability and green practices among employees.
This study makes a significant contribution to the literature on leadership and employees’ workplace green behaviors by addressing key gaps in existing research. While previous studies have examined the link between leadership and green behavior, to the best of the authors’ knowledge, this is the first study which goes further by introducing a comprehensive theoretical framework that highlights the mediating mechanisms of role model perception and employees’ satisfaction. This study provides deeper insights into how green transformational leadership influences employees’ green behaviors. Drawing on social learning theory, this study explains how employees internalize and emulate green leadership behaviors through both observational learning and personal satisfaction. In addition, this study introduces leader identification as a moderating factor, shedding light on the conditions that strengthen or weaken the effectiveness of green leadership. This study not only advances theoretical understanding but also offers practical implications for organizations aiming to foster sustainable workplace behaviors through leadership-driven initiatives.
