Excessive energy consumption and carbon emission damages the ecological environment and socially sustainable development in China. Organizations are major energy consumers, and should be principally responsible for energy saving. Despite that many organizational leaders know it is urgent to manage the energy saving behavior of employees, "how to effectively manage" receives less attention in both academic and practical fields. To fill this gap, this study adapts charismatic leadership theory to develop a theoretical model and explores how organizational leaders manage the electricity saving behavior of employees. This model was tested with a survey of 627 full-time employees from 14 provinces and municipalities of China. Results show that sustainable development vision, electricity saving cues, inspiration and role modeling significantly increase the electricity saving responsibility of employees, which in turn positively influences their electricity saving behavior. Moreover, organizational reward policy buffers the positive relationship between responsibility and behavior. This study contributes to energy conservation literature by explaining what characteristics of leadership improve the electricity saving behavior of employees and how leader characteristics match with organizational policy to effectively manage this. The practical implications for electricity saving management are also discussed. organizational structure, norm, and climate) [8]. Moreover, the individual consumption costs of energy usage in a workplace differ from those in a household [4]. Extant research paid more attention to household energy saving than organizational energy saving. However, in reality, organizations (such as governments and enterprises) consume more energy than families. Organizations are the most accountable for environmental protection and socially sustainable development [12]. Electricity is a major form of energy consumed by various organizations Statistical reports show that organizational electricity usage accounts for over 85% of the total electricity usage in 2019 [13]. Researchers indicate that organizational electricity conservation is limited by the wasteful behavior of employees because they do not have to pay for their electricity usage in organizations [8,14]. A branch of research [4,15,16] only focuses on electricity saving issues of office workers in an office setting. For example, Zhang and colleagues (2013, 2014) used survey data collected from office workers in Beijing to test a theoretical model and found that social benefits, personal benefits, personal norms and organizational electricity saving climate significantly improve the electricity saving attitude and behavior of office workers in office settings [4,16].They explained that they used office workers as a sample for two reasons. First, organizations in service industry, such as government institutions, schools, hospitals, financial companies, software companies, and other service enterprises do not engage in manufacturing. Employees in these or...