Leading for green: the role of eco-centric leadership in shaping external organisational citizenship behaviour for the environment

Abstract

Purpose: this research examines how eco-centric leadership influences external organizational citizenship behavior for the environment through green human resource management (HRM) and environmental corporate social responsibility.

Design/methodology/approach: data were gathered from 400 frontline employees across 45 manufacturing firms in Pakistan. Data were analyzed using partial least squares structural equation modeling to test the hypotheses.

Findings: results indicate that green HRM and environmental corporate social responsibility mediate the positive relationship between eco-centric leadership and external environmental organizational citizenship behavior, encompassing their three dimensions: eco-initiative, eco-civic engagement, and eco-helping behaviors. Managerial discretion moderates the relationship between eco-centric leadership and green HRM, with the relationship being stronger when managerial discretion is higher. Furthermore, managerial discretion influences the indirect link between eco-centric leadership and external environmental organizational citizenship behaviors through green HRM and environmental corporate social responsibility (moderated mediation).

Practical implications: this study offers actionable insights for businesses seeking to develop environmentally responsible strategies through the implementation of green HRM initiatives and environmental corporate social responsibility initiatives.

Originality/value: this study provides new insights into how eco-centric leadership fosters external organizational citizenship behavior for the environment.

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Identifiers

ORCID for William E. Donald: orcid.org/0000-0002-3670-5374

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