How Humble Leadership Affects Voluntary Green Behavior and Green Performance? The Roles of Job Autonomy and Green Supporting Climate in Hotels

Abstract

The relationship between the humble behavior of leaders and the voluntary workplace green behaviors (VWGB) of their employees is critical to affecting the overall green performance of an organization, particularly in the situation of COVID-19 pandemic. Traditionally, most studies focus more on the importance of leadership effectiveness, but few research studies investigate the leadership approach and its psychological mechanisms that motivate voluntary positive behavior and the efficiency of the overall performance. Thus, the authors conceptualize a research model of humble leadership that investigates the impact of humble leadership on voluntary green behavior and green performance via job autonomy and the green supporting climate. To verify the research hypotheses, 692 online and in-person questionnaires were analyzed using Smartpls-SEM. The results showed a positive association between humble leadership and green performance, and VWGB mediates this relationship. In addition, job autonomy and green supporting climate were confirmed to mediate the association of humble leadership and VWGB; and moderate the relationship of VWGB and green performance, respectively. Notably, this study is one of the few studies in the hotel sector that look at green performance through the lens of humble leadership and VWGB.

Catalyzing Green Identity and Sustainable Advantage in Tourism and Hotel Businesses

“…By exploring fresh green opportunities, organizations can discover innovative solutions, establish distinct value propositions, and set themselves apart from competitors. This can lead to the emergence of new market prospects, the expansion of customer bases, and competitive advantages in terms of product offerings and market positioning [9,56,57].…”

Impression Management and Employee Contextual Performance in Service Organizations (Enterprises)

“…Impression management has also improved workers' discretionary behaviour [9]. Thus, employee performance has been one of the indices through which enterprises determine high profitability, growth, expansion, survival, and sustainability [10][11][12][13]. Thus, various scholars have different ways of ascertaining the instrument for measuring organizational performance [14][15][16][17][18].…”

الالتزام بتدابیر السلامة الخاصة بفیروس کورونا فی صناعة الفنادق المصریه: دراسة استکشافیة متعددة الطرق

“…Our findings identify three managerial strategies that can be used to strengthen the commitment to safety, particularly in times of pandemic: improving employee abilities, encouraging managers to adopt safety practices that promote safety measures (protecting, promoting, and participating), and prioritizing a safety-first policy. In this context, many academics have claimed that management commitment to safety is the most influential predictor of employee safety commitment (Alsetoohy et al, 2022;Clarke, 2013;Gracia et al, 2020;Xue et al, 2020;Zohar & Polachek, 2014). In summary, the management function closely monitors employee performance, which has a higher impact on safety measures (p22, 28, & 30).…”

“…Also, Hung et al (2018) emphasized the urgent need to follow specific safety procedures and high-quality standards to ensure the hygiene that all hotel units must adhere to. Similarly, despite interviews with hospitality industry leaders on how to minimize the risks of this virus and the procedures that follow within all hotel units to reduce its spread within the customer environment, no proposal has been made to fully include defensive measures for this pandemic (Elshaer et al, 2022;Bonfanti et al, 2021). More importantly, there is currently a dearth of empirical data that can clearly show which COVID-19 preventive activities and measures are valued by hotel guests.…”