How Does Servant Leadership Foster Employees’ Voluntary Green Behavior? A Sequential Mediation Model

Abstract

Employees’ voluntary green behavior (EVGB) is indispensable in realizing organizations’ environmental sustainability objectives. Leaders can act as catalysts to shape the behavior of their employees. On EVGB, noticeably the missing link is investigating the influence of servant leadership and the mechanism through which it operates. Building upon self-determination and psychological empowerment theories, this research examined the impact of servant leadership on EVGB through the simple and sequential mediation of psychological empowerment and autonomous motivation for the environment (AME). Through systematic sampling, dyadic data were collected from 315 pairs of subordinates and supervisors working in the power sector organizations of Pakistan. Results were obtained by employing the partial least squares structural modeling (PLS-SEM) technique with Smart-PLS 3.2.8 software. Findings revealed that psychological empowerment and AME simply and sequentially mediate the influence of servant leadership on EVGB. Implications for theory and organizational practitioners are offered, accompanied by suggestions for future research.

How Does Corporate Environmental Strategy Contribute to Voluntary Environmental Behavior? Influence of Psychological Green Climate, Firms’ Size, and Employees’ Age

“…VEB, one of the significant environmentally significant individual behavioral forms (Stren, 2000), is relatively a new major focus of research in the business setting (Kim et al, 2017). It involves an unrewarded, unstructured, and discretionary form of organizational citizenship behavior beyond organizationally prescribed behavior that benefits corporate sustainability, for example, avoiding irrelevant documents to save papers, using stairs in place of lifts, practicing eco-helping behavior, and so on (Lülfs & Hahn, 2013;Norton et al, 2014;Ying et al, 2020). The culminating feature of stimulating VEB is that apart from positively influencing the ecological performance of an organization, it improves economic performance parallelly (Tian & Robertson, 2019).…”

Hubungan Kepemimpinan Melayani Terhadap Perilaku OCB dengan Pemberdayaan Pekerja dan Interaksi Atasan Bawahan Sebagai Pemediasi serta Gender Sebagai Pemoderasi

“…Kepemimpinan melayani adalah perilaku pemimpin yang memberikan pelayanan dan pemenuhan kebutuhan maksimal orang-orang yang dipimpinnya (Trompenaars & Voerman, 2010;Spears, 2010). Berdasarkan temuan riset, upaya pemberdayaan pekerja di organisasi dapat memunculkan perilaku yang diberdayakan yaitu perilaku OCB (Pigeon et al, 2017;Ying et al, 2020 (Sugiyono, 2016). Variabel independen adalah kepemimpinan melayani yang diukur dengan empat dari lima dimensi Dennis (2004).…”

“…Temuan hipotesis penelitian juga mendukung hasil riset empiris sebelumnya (Maynard et al, 2012;Boudrias et al, 2014;Choi et al, 2016;Pigeon et al, 2017;Sandra & Suwandana, 2018;Bian et al, 2019;Ying et al, 2020) Temuan penelitian ini mengkonfirmasi teori dan riset terdahulu yang menyatakan bahwa penerapan kepemimpinan melayani yang baik berdampak positif dalam memunculkan trust karyawan terhadap pimpinan dan sebagai bentuk hubungan pertukaran sosial (social exchange relationship) berkualitas tinggi lebih dari sekedar pertukaran ekonomi yaitu kondisi yang dicirikan dengan adanya pertukaran timbal balik antara kepedulian pemimpin dan perhatian lebih karyawan terhadap organisasi (Van Dierendonck, 2011;Gu et al, 2015;Newman et al, 2017). Hasil penelitian ini juga melengkapi kesimpulan riset Junita et al (2019) dimana OCB berorientasi pelayanan pada karyawan bank dibentuk tidak saja oleh komitmen organisasi yang tinggi, akan tetapi juga interaksi atasan bawahan yang berkualitas baik.…”

Corporate social responsibility and employees' voluntary pro‐environmental behavior: The role of organizational pride and employee engagement

“…Past studies confirm empathy (Glavas & Kelley, 2014), organizational identification, organizational fit (Cheema et al, 2020b), coworker advocacy , servant leadership (Luu, 2019;Ying et al, 2020), and corporate entrepreneurship (Luu, 2019) work as an underlying mechanism between CSR, employee attitudes and behaviors. Recently, Tian and Robertson (2019) suggested future research to investigate the intervening mechanism between CSR and VPEB relationship.…”