Does green inclusive leadership promote hospitality employees’ pro-environmental behaviors? The mediating role of climate for green initiative

Thabet, Wael M.; Badar, Kamal; Aboramadan, Mohammed; Abualigah, Ahmad

doi:10.1080/02642069.2022.2120982

Cited by 48 publications

(40 citation statements)

References 78 publications

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“…Increased environmental awareness that emerges from customers and the market pressure, in addition to the government's laws and regulations (Pham, Hoang, et al, 2020; Siraj et al, 2022), stimulates organisations to foster their transition to more environmentally‐friendly management practices (Al‐Hawari et al, 2021; Li et al, 2020). In light of this, organisations are more motivated to achieve sustainable outcomes through the implementation of green practices (Hameed et al, 2022; Thabet et al, 2022). For example, service organisations (e.g., hotels) are working to conserve resources in their activities, reduce waste, and educate their employees and customers (Kim et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Scholars argue that leadership plays a significant role in the organisation going green (Tuan, 2020; Uddin et al, 2021). As evident in the existing literature, different leadership styles have been investigated in the sustainability context, including transformational leadership (Khan & Khan, 2022; Li et al, 2020), inclusive leadership (Bhutto et al, 2021; Thabet et al, 2022), ethical leadership (Anser, Ali, et al, 2021), and servant leadership (Luu, 2019a). However, barring a few notable exceptions (Afsar et al, 2016; Anser, Shafique, et al, 2021), little attention has been given to the effect of spiritual leadership on greening organisations (Oh & Wang, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

et al. 2022

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Green human resource management (GHRM) is an important organisational approach to promote the sustainable development of organisations. Although the literature regarding the effect of GHRM is growing, little is known about the mechanisms and boundary conditions that may facilitate the link between GHRM and green outcomes. Through a combined underpinning of ability–motivation–opportunity, job demands–resources and social exchange theories, this study examines the relationship between GHRM and green creativity through green work engagement, with spiritual leadership moderating the GHRM–green work engagement relationship. Also, we explore the links between GHRM, spiritual leadership, green work engagement and green creativity using a moderated mediation model. Using survey data of 271 front‐line hotel employees in UAE, we use a partial least squares structural equation modelling to conduct our statistical analysis. The results show that GHRM positively influences green work engagement and green creativity, while green work engagement positively influences green creativity and mediates the GHRM–green creativity nexus. In addition, spiritual leadership amplifies the nexus between GHRM and green work engagement and the mediating effect of green work engagement in the nexus between GHRM and green creativity in the context of the hospitality sector in the UAE. Our study offers industry‐specific practical implications and suggests agendas for further research.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

et al. 2022

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“…Scholarship has mostly explored positive leadership styles and their impacts on individual and organizational outcomes in various country and industry contexts, often comparing the effectiveness of different styles (Judge and Piccolo, 2004). Popular and emerging positive leadership styles such as transformational (Avolio et al , 1999), servant (Russell and Gregory Stone, 2002), inclusive (Nembhard and Edmondson, 2006), authentic (Walumbwa et al , 2008), empowering (Zhang and Bartol, 2010), ethical (Brown and Treviño, 2006) and green leadership (Chen and Chang, 2013; Thabet et al , 2023; Badar et al , 2023; Abualigah et al , 2022) are well studied. There is, however, a negative, dark or destructive side of leadership that has not yet been fully examined.…”

Section: Introductionmentioning

confidence: 99%

Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions

Badar

Aboramadan

Plimmer

2023

IJCMA

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Purpose The purpose of this study is to investigate whether two types of destructive leadership styles – despotic and narcissistic – predict turnover intentions of nurses via emotional exhaustion, drawing from the conservation of resources theory and the unfolding theory of turnover. Design/methodology/approach This paper used multiwave data collected from 731 nurses working in Palestinian hospitals. Structural equation modeling using partial least squares was used to analyze the data. Findings Both narcissistic and despotic leadership are associated with turnover intentions directly and indirectly through emotional exhaustion. Despotic leadership, however, has a stronger relationship to turnover intention than narcissistic leadership. Despotic and narcissistic leadership are common in this sample. Practical implications A strong psycho-safety climate is likely needed to address the harm caused by these destructive leadership styles, and interventions should span primary, secondary and tertiary levels of the public health model. Examples include ensuring strong organizational checks, balances and information flows, job control, support and widespread training; assistance programs such as counseling services; and remediation and repair for harmed individuals and teams. Originality/value This study advances the understanding of the negative, dark or destructive side of leadership specifically in the nursing context. This study compares despotic and narcissistic leadership to examine which one better/worse explains turnover intentions through emotional exhaustion.

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“…Chen and Chang, 2013;Li et al, 2020;Mittal and Dhar, 2016) and inclusive leadership (e.g. Bhutto et al, 2021;Thabet et al, 2023) to green creativity. Surprisingly, lacking scholarly attention is a leadership approach with a substantial potential of influencing employee creativity, empowering leadership (Zhang and Bartol, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Chen and Chang, 2013; Li et al ., 2020; Mittal and Dhar, 2016) and inclusive leadership (e.g. Bhutto et al ., 2021; Thabet et al. , 2023) to green creativity.…”

Section: Introductionmentioning

confidence: 99%

Linking environmentally-specific empowering leadership to hotel employees' green creativity: understanding mechanisms and boundary conditions

Badar

Kundi

Siddiquei

et al. 2023

JSTP

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PurposeDrawing on conservation of resources and social exchange theories, the authors build and test a theoretical model examining the association of environmentally-specific empowering leadership (ESEL) with green creativity as well as the mediating and moderating roles of green knowledge sharing behavior and green psychological climate, respectively, in this association.Design/methodology/approachData were collected in three different waves from 265 employees working in three-, four- and five-star hotels located in major cities in Pakistan. EFA, CFA and PROCESS macro were utilized to validate the study's research model and to examine the hypotheses.FindingsThe results indicated that ESEL is positively associated with green creativity, and green knowledge sharing behavior is an effective underlying mechanism between the ESEL–green creativity association. Furthermore, this study’s findings suggested that green psychological climate moderates the direct and indirect associations such that the associations were stronger when green psychological climate was more positive rather than less positive.Practical implicationsThe study provides important lessons to managers and policymakers about the benefits of ESEL to achieving green employee creativity within the hospitality sector and helps to contextualize the importance and relevance of addressing global challenges in light of the United Nations (UN) Sustainable Development Goals (SDGs).Originality/valueThe study is the first to explore the green adaptation of empowering leadership, its effects, mechanisms and boundary conditions.

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Does green inclusive leadership promote hospitality employees’ pro-environmental behaviors? The mediating role of climate for green initiative

Cited by 48 publications

References 78 publications

Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

Towards sustainable development in the hospitality sector: Does green human resource management stimulate green creativity? A moderated mediation model

Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions

Linking environmentally-specific empowering leadership to hotel employees' green creativity: understanding mechanisms and boundary conditions

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