Observational analysis shows green leadership development programs improve employee green behavior in sustainable organizations, indicating employee commitment is key.
The escalating environmental challenges have pushed organizations to incorporate sustainability into their leadership structures. This study assesses the relationship between Green Leadership Development Programs (GLDPs) and Employee Green Behaviour (EGB) through evaluation of Employee Environmental Commitment (EEC) as a mediating factor. Employee green behavior and EEC between sustainable organizations in the UK were examined through data collected from 300 managers who participated in this study. Researchers built their conceptual model grounded in Social Exchange Theory and Theory of Planned Behaviour. Structural Equation Modelling (SEM) analysis of quantitative data showed GLDPs drive EGB by creating direct effects as well as indirect effects that run through EEC. Employees' psychological dedication to environmental values plays an intermediary role which strengthens the behavioral results of leadership programs according to the mediation analysis. Evidence developed through this study enriches green human resource management literature by showing how specific leadership training produces workplace environmental behaviors. Organizations need to develop experience-based leadership development programs and strengthen employee environmental value commitment through workplace strategies to achieve practical outcomes. The research recommends conducting long-term and multicultural studies to reinforce the model throughout diverse business environments. The research combines insights about Green leadership, Employee environmental commitment, Employee green behavior, Sustainability and Structural equation modelling in Human resource development.
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Jabin et al. (2025) studied this question.
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