Greening the Workplace: The Power of Transformational Leadership and GHRM in Driving Employee Eco‐Behavior

ABSTRACT This study investigates how transformational leadership influences employee green behavior (EGB) through the mediating role of green human resource management (GHRM) practices. Drawing on social learning theory and the ability–motivation–opportunity (AMO) framework, it explores the joint role of leadership and HR systems in promoting workplace sustainability. A quantitative, cross‐sectional survey was conducted with 780 employees across five major sectors in Saudi Arabia using validated scales and analyzed through structural equation modeling and mediation analysis. The findings reveal that transformational leadership significantly enhances the implementation of GHRM practices, which in turn positively affect EGB. A partial mediation effect was confirmed, indicating that leadership influences EGB both directly and indirectly through GHRM systems. Demographic analyses show that younger, male, and less formally educated employees report higher levels of green behavior, offering novel insights for workforce engagement strategies. The study suggests that organizations should institutionalize environmental values through GHRM practices rather than relying solely on leadership. It contributes to the literature by integrating leadership and GHRM theories within a Middle Eastern context and highlighting how demographic factors shape green behavior. The findings offer both theoretical advancement and practical guidance for fostering sustainability through coordinated leadership and GHRM strategies.