Impact of green leadership on employee work engagement and green behaviour: the mediating role of green organizational culture

Organizations striving for sustainability must have leaders who emphasize green initiatives and encourage environmental responsible behaviours among their workforce. This study aims to explore the effect of green leadership on employee work engagement and green behaviour, while also investigating the role of green organizational culture and job role in these dynamics. A theoretical model was developed based on the hierarch of leadership, culture and behaviour, establishing both direct and indirect relationships between green leadership, employee work engagement and green behaviour through green organizational culture. Furxthermore, the model examines how job role may moderate the mediating effect of green organizational culture on the link between green leadership and employee work engagement/green behaviour. The model was tested using data from 604 employees in China’s energy sector. Findings from structural equation modelling and Hayes’ PROCESS models indicated that green leadership had both direct and indirect influences on employee work engagement and green behaviour via green organizational culture. In addition, job role was found to moderate the mediating effect of green organizational culture on the link between green leadership and employee green behaviour, although this moderation was not seen in the link between green organizational culture and employee work engagement. This research highlights the critical role of green leadership and organizational culture in enhancing employee work engagement and green behaviour in the energy sector context. To strengthen its connection with employees in fostering a green culture, organizations might consider implementing additional green-related initiatives like green innovation projects and purchasing campaigns to encourage employees’ active participation in sustainability efforts.