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The study's primary purpose has been to examine the association between Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation Under Varying Permutations of Organizational Green Digital Culture. Using the Stimuli-Organism-Response theory and the transformational leadership theory as the underpinning theoretical frameworks, the direct, indirect, and moderated roles of in effectuating have been investigated. After performing PLS-based structural equation modeling on the data collected from 240 respondents approached via LinkedIn, a direct as well as indirect positive linkage between Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation has been empirically substantiated, emphasizing the importance of Green Digital Transformational Leadership in enabling Green Digital Transformation through the cultivation of an ecologically aware mindset among their followers. The significant positive moderation effect of Organizational Green Digital Culture on the Green Digital Transformational Leadership - Green Digital Mindset relationship reveals that the nurturing of an effective Organizational Green Digital Culture could amplify the instrumentality of Green Digital Transformational Leadership in maturing Green Digital Mindset among the followers, which has been regarded as an essential precursor for Green Digital Transformation. Besides expanding the body of knowledge by offering rare insights into the interplay among Green Digital Transformational Leadership, Green Digital Mindset, and Green Digital Transformation, the newfangled model provides significant implications for the organizations'', teams', and/or leaders' pursuits of capacitating green digital transformation through the culmination of green digital mindset among the followers, and the cultivation of an enabling green digital culture. [ABSTRACT FROM AUTHOR]

Despite environmental and social goals being identified as key objectives for small- and medium-sized enterprises (SMEs), the literature has not provided an explanation of how these goals can be achieved alongside stable economic outcomes. Several researchers have argued that sustainability performance should be addressed through a process of constant adjustment, which can be facilitated by dynamic capabilities. The aim of this study is to investigate the effect of integrative dynamic capabilities on the social, environmental and economic performance of SMEs. This study is among the first to investigate this effect and uses unique survey data from 297 SMEs in the Netherlands. The empirical results highlight the importance of external integrative dynamic capabilities for all three pillars of sustainability performance in SMEs. These findings contribute to the debate on the ability/inability of SMEs to balance social, environmental and economic objectives by integrating new insights from the dynamic capabilities literature. • Integrative dynamic capabilities simultaneously drove the social, environmental and economic performance of SMEs. • External integrative dynamic capabilities were positively related to the sustainability performance of SMEs. • Internal integrative dynamic capabilities were not positively related to the sustainability performance of SMEs. • Transformational leadership was positively related to internal integrative dynamic capabilities. • The interpretation of sustainability as a threat was negatively related to external integrative dynamic capabilities. [ABSTRACT FROM AUTHOR]

Based on the Natural Resource-Based View (NRBV), we examined the impact of Environmental Management Accounting and Green Transformational Leadership (GTL) on Corporate Environmental Performance (CEP) and we also examined the mediating role of Green Process Innovation (GPI). For this purpose, a survey technique was used to collect data from certified manufacturing setups. SPSS and PLS-SEM 3.0 were used to examine the hypotheses and the results of the study indicate that GTL has a direct significant impact and indirect impact through GPI on CEP. Results also depict that EMA also has a significant impact on CEP. Our study contributed theoretically to NRBV by contributing to the role of GPI in attaining environmental performance. The results of the study also have practical implications by indicating that managers and policymakers should employ practices of EMA along with GTL style to satisfy the environmental sustainability concerns of the stakeholders and sustain their competitive edge in the market. [ABSTRACT FROM AUTHOR]

Despite the importance of employees' proenvironmental behaviors (PEBs) for the success of corporate sustainability initiatives, there is limited evidence on the mechanisms that facilitate such behaviors. We address this research gap by exploring the factors that underlie employees' PEBs. Drawing on leadership and motivation theories, we develop and test a model of the factors that facilitate employees' PEBs. We focus on employees' 1) perceptions of their immediate managers' environmental transformational leadership, 2) environmental values and 3) internal and external motivation to perform PEBs. Structural equation modeling (SEM) of self-report survey data from 251 manufacturing employees found that employees who saw their managers as engaging in greater environmental transformational leadership reported higher internal and external motivation. Employees' environmental values were also positively associated with their internal and external motivation. Moreover, employees' values moderated the link between leadership and motivation; leadership perceptions were most positively related to internal motivation when employees possessed strong environmental values. Thus, environmental transformational leadership may be most effective in boosting internal motivation among employees who possess strong environmental values. Employees' internal, but not external, motivation was positively related to their self-reported PEBs, suggesting that increasing internal motivation may be particularly important to facilitating PEBs. Employees' leadership perceptions had a direct positive relationship with their self-reported PEBs. Overall, our findings reinforce the importance of immediate managers' leadership, and provide new evidence suggesting that employees' values influence their responses to that leadership. Further, internal motivation may be a key mechanism by which employees' leadership perceptions and values are linked to PEBs. [ABSTRACT FROM AUTHOR]

Organisations are identified as the major anthropogenic sources of climate change, and there are increasing numbers of environmental sustainability initiatives to address the challenge. Their success relies on the active participation of employees through engaging in pro-environmental behaviours (PEBs). Leaders play a crucial role in their responsibility for managing or influencing employees, but research identifies issues of poor leadership, lack of support from leaders, and inability to motivate subordinates as significant barriers to employees' PEBs. Environmental transformational leadership (ETFL) has been identified as the most suitable leadership style for influencing employees' autonomous motivation, and improving PEBs, and there are thus calls to foster or boost leaders' ETFL competencies. This study developed, administered, and evaluated an ETFL training intervention conducted for leaders (managers and supervisors) in two multinational manufacturing companies in the chemical and automobile industries located in China. Nine (9) leaders participated in each company, and their subordinates (chemical company, n = 112; automobile company, n = 104) provided ratings of leaders' ETFL behaviours, and subordinates' autonomous motivation and PEBs, at pre- and post-training stages. Results show that subordinates' ratings of leaders' ETFL behaviours, and their self-reported autonomous motivation and PEBs, all significantly increased after the intervention, with large effects in the chemical company and above-small effects in the automobile company. This study offers theoretical insights on how leaders' ETFL can be developed or boosted, which is beneficial for influencing improvements in employees' PEBs and promoting organisational environmental sustainability initiatives. [ABSTRACT FROM AUTHOR]

Environmentally specific transformational leadership (ETFL) is a prominent stimulus of employees' green behaviour, but its mechanism continues to receive inadequate scholarly attention. A cultural self-representation lens was used as a basis for exploring the mediating role of employees' green self-concept (i.e. green self-identity and green self-efficacy) and the moderating role of employees' man–nature orientation in the relationship between ETFL and employees' green behaviour. To examine these hypotheses, a three-wave survey of 362 employees was conducted in Southern China. Results from hierarchical regressions supported the mediating effect via employees' green self-identity, and this effect is more salient when employees have a stronger man–nature orientation. These results suggest practical implications for shaping and employing ETFL to cultivate employees' green self-identity, thereby supporting their green behaviour, particularly for those with a stronger man–nature orientation. [ABSTRACT FROM AUTHOR]

The aim of this paper is to synthetize and critically analyze the linkage between leadership styles and sustainable performance (SP) through application of the rigor of systematic literature reviews. Bibliometric characterization of articles indexed in the Scopus database, network analysis and a manual in-depth review were carried out. The final sample consisted of 47 documents. The most discussed leadership styles were sustainable leadership and transformational leadership. The former was mostly linked with general SP, whereas the latter was linked with environmental performance. In 41 out of the 47 papers, the authors provided empirical research. Upper echelon theory and resource-based view theory have been used in most of previous papers. This study synthesizes how leadership influences SP (directly and indirectly) and reveals that the authors of the analyzed papers did not establish a consensus regarding their empirical evidence. The prospects for future research are shown in terms of research topics, methodology, and variables, as well as, i.a., terminological clarity and a holistic approach to SP. [ABSTRACT FROM AUTHOR]

The rapidly growing interest in sustainable operations in practice has been mirrored by an equivalent expanding attention within the academic community. Yet, as encouraging and significant as the recent growth in the area has been – there is still much that needs to be done. For instance, there is surprisingly little empirical research on public sector management and on factors that might lead an organization to become more likely to adopt sustainable practices. The scope of this research therefore is to explore the conditions under which a given organization is more likely to engage and prioritize sustainable procurement practices and to determine the extent to which the leadership style of the organization's top leader can explain the degree to which sustainability is promoted within a specific organization. Data collected with the help of a self-administered survey from a random sample of US public agencies is analyzed using structural equation modeling. Among others, the results of the empirical analysis confirm that the leadership style of an organization's top executive is positively associated with the probability that an agency will engage in sustainable procurement practices. This research is among the first to attempt to provide an actionable model of adoption of sustainable procurement at an organizational level. It contributes to the diffusion of research on sustainability by studying sustainable procurement practices adoption and by developing a model that draws simultaneously on systems theory, stakeholder theory, transformational leadership theory and institutional theory. [ABSTRACT FROM AUTHOR]

Despite multiple efforts, achieving sustainable societies remains an elusive target that will require transformative change at all levels. While such change has to start at the top of an organization, its success depends on effective implementation. For technical organizations, sustainability implementation rests in a large part with the many engineering teams responsible for meeting client needs and organizational targets. Project and line managers have to influence those team members to adopt the moral characteristics necessary to engineer sustainable projects as part of everyday practice. To support their leadership efforts, we draw on care ethics and sustainability ethics in the form of an engineering ethic to propose a framework to orient and ground the reflective practices of those engineering managers. We discuss the challenges involved with internalizing this framework and suggest future empirical work needed before the framework can be operationalized. Embedding sustainability in daily engineering practice has to evolve at the professional level by formulating and propagating the relevant engineering codes, and evolve at the educational level by making sustainability part of the formal engineering curriculum. [ABSTRACT FROM AUTHOR]

This study examines the GHRM practices and the transformational leadership specific to environmental sustainability of Pakistan's dairy industry. It also investigates the mediating role of pro-environmental behaviour in the relationship of GHRM practices, The environmental-specific transformational leadership, and sustainable behavior. Additionally, the study examines the moderating role of the pro-environmental attitude between GHRM practices and The environmental-specific transformational leadership. The target population consists of employees working in dairy organizations of Pakistan. A simple random sampling technique was used for data collection. A survey questionnaire method was used to collect data; after data screening a total of 430 responses were subjected to SEM for analysis. The findings indicated that the GHRM practices play a significant role in improving employee environmental and sustainable behavior. The environmental-specific transformational leadership positively affects the pro-environmental behaviour of employees, but its impact on sustainable performance is insignificant. In addition, GHRM practices and environmental-specific transformational leadership have been shown to indirectly contribute to sustainable performance through environmental behavior. The pro-environmental attitude moderates the effect of GHRM practices and environmental-specific transformational leadership on pro-environmental behavior, and pro-environmental behavior leads to sustainable performance. This study is one of the rare attempts to examine the integrated impact of GHRM practices and environmental-specific transformational leadership on pro-environmental behavior and sustainable performance in the domain of environmental management. It explicitly offers insights into the literature by developing a mechanism to improve sustainable performance through GHRM practices and environmental-specific transformational leadership in the dairy industry. The findings of this study have postulated that a package of GHRM practices and environmental-specific transformational leadership is needed to build pro-environmental behavior and foster sustainable performance. It can help managers in their effort to build environmental friendly behavior under the lens of a pro-environmental attitude that facilitates sustainable performance. Aligned to cope with the increasing environmental concerns of the dairy industry, this study proposes that managers would support specific transformational environmental leadership along with green discipline by raising pro-environmental behaviour under the lens of a pro-environmental attitude for the implication of environmental policies to achieve sustainable performance of dairy firms. [ABSTRACT FROM AUTHOR]

The building industry has been acknowledged as being vital in stimulating societal change toward sustainable development in a global context. From a theoretical perspective, this study extends leadership competencies and transformational leadership qualities as hierarchical, reflective constructs, integrating ten associated components. The research analysis was completed using a sample population of 70 project managers in sustainable building projects. The model shows that leadership competencies, as well as the transformational leadership qualities of project managers as second-order reflective constructs experience a direct impact on the success criteria for sustainable buildings. In addition, the results indicate that the intellectual competence of project managers plays the most significant role in sustainable building achievements. In general, the present study extends some of the significant components from leadership assessment in the context of construction project managers in sustainable building projects and has generated a new model to facilitate the process of sustainability in the industry. [ABSTRACT FROM AUTHOR]

Because no prior studies investigated that green intrinsic and extrinsic motivation influence green creativity, this study aims to bridge this research gap and offers two novel constructs: green intrinsic motivation and green extrinsic motivation. A survey approach is employed to get insights from the information technology (I.T) industry located in Dalian, China. Using structural equation modeling (variance-based), the authors analyzed 298 respondents. The findings revealed that green transformational leadership has a substantial influence on green intrinsic motivation and green creativity, which are needed for employees to produce clean and green products and services. In addition, green intrinsic motivation partially mediates the relationship between green transformational leadership and green creativity. On the contrary, green extrinsic motivation as a moderator slightly undermines the green intrinsic motivation for green creative behavior. Therefore, leadership in organizations should raise the green motivation of employees so that they may innovate environment-friendly and sustainable products and services. Image 1 • This study offered two novel constructs: Green intrinsic motivation and green extrinsic motivation. • Green transformational leadership and green intrinsic motivation are essential for achieving employees' green creativity. • Componential theory of creativity is used as a theoretical foundation. • Green intrinsic motivation partially mediates between green transformational leadership and green creativity. • Green extrinsic motivation slightly reduces green intrinsic motivation for green creative behavior. [ABSTRACT FROM AUTHOR]

Employees' spontaneous organizational citizenship behavior for the environment (OCBE) in the workplace is of great significance for enterprises' low-carbon transition. However, how such behavior can be promoted through leadership styles has not been considered. Therefore, this study established a model that explores how transformational leadership affects employees' OCBE from the perspective of the leader-member exchange relationship. With 215 superior-subordinate paired data, a structural equation model (SEM) was used to test the hypotheses. The results revealed four key findings. (1) A transformational leadership style can effectively promote employees' OCBE, but the four dimensions of transformational leadership have different influencing paths and strengths on OCBE. (2) Leaders' vision motivation directly inspires employees' OCBE, and the effect intensity is the largest among all dimensions. (3) Both leaders' individualized consideration and moral modeling promote OCBE indirectly through psychological ownership, and the effect of individualized consideration is greater than the effect of moral modeling. (4) Contrary to our expectations, leadership charm does not have any effect on OCBE. Finally, firm recommendations were proposed on how to facilitate employees' OCBE by transforming the leadership style, thus promoting the green and low-carbon development of enterprises. • Provide a new perspective to inspire Organizational Citizenship Behavior for the Environment (OCBE). • The four dimensions of Transformational Leadership(TL) have different impacts on OCBE. • Vision motivation of TL can directly promote OCBE, while leadership charm has no effect. • Psychological ownership of employees fully mediates TL and OCBE. • Management suggestions to adjust leadership styles to promote OCBE are proposed. [ABSTRACT FROM AUTHOR]