Fostering employee green behavior through inclusive leadership: roles of sustainable HRM practices and commitment to organizational change

Purpose This study investigates how inclusive leadership fosters employee green behavior (EGB). Specifically, it examines the mediating role of sustainable human resource management (HRM) practices and the moderating effect of managerial commitment to organizational change. Design/methodology/approach Drawing on a time-lagged survey of 315 hotel employees in Thailand, the study employs partial least squares structural equation modelling (PLS-SEM) to test a moderated mediation model grounded in person–environment (S–V) fit theory. Findings The results demonstrate that inclusive leadership has a positive influence on EGB, both directly and indirectly, through sustainable HRM practices. Moreover, managerial commitment to organizational change strengthens the relationship between inclusive leadership and sustainable HRM, amplifying its indirect effect on EGB. Originality/value This study advances theory by integrating behavioral perspectives into the circular economy literature and extending S–V fit theory to the domain of sustainable organizational behavior. It also offers practical guidance on embedding circularity principles into daily management practices through inclusive leadership and HRM interventions.