Green transformational leadership promotes organizational commitment in Chinese energy company employees through multiple sequential mediators

Purpose This study investigates the psychological mechanisms through which green transformational leadership behaviors predict employees' organizational commitment. By integrating Self-Concept Theory and Conservation of Resources Theory, the study aims to provide a process-oriented explanation of how leadership behaviors shape employees' psychological resources and commitment within the context of organizational sustainability. Design/methodology/approach A theoretically specified sequential mediation model was constructed and tested using structural equation modeling (SEM) based on survey data collected from 1,528 employees of a large Chinese energy group. Green transformational leadership behaviors were examined in relation to employees' intrinsic spirituality, intolerance of uncertainty, organization-based self-esteem, and job involvement. Findings Green transformational leadership behaviors – such as articulating a clear environmental vision and inspiring employees with sustainable goals – were found to enhance employees' psychological resources and self-concept. The results support a sequential but interrelated psychological process through which meaning construction, uncertainty regulation, self-evaluative resources, and work investment jointly contribute to organizational commitment. Practical implications The findings emphasize the value of incorporating green transformational leadership development into HR practices. By embedding sustainability-oriented communication, recognition, and leadership development practices into everyday management routines, organizations can align individual values with corporate sustainability goals and foster long-term employee commitment, particularly in sustainability-driven and regulated organizational contexts. Originality/value This study provides a theoretically grounded, process-oriented explanation of the employee–organization relationship by clarifying how established psychological mechanisms jointly translate green transformational leadership into organizational commitment in sustainability-driven contexts. The study advances existing green leadership research by specifying the sequential integration of meaning-related, self-evaluative, and behavioral processes.