The interplay of green servant leadership, self‐efficacy, and intrinsic motivation in predicting employees' pro‐environmental behavior

In: Corporate social responsibility and environmental management, Band 28, Heft 4, S. 1171-1184

Abstract

AbstractEmployees' pro‐environmental behavior serves as a cornerstone in realizing organizations' sustainability initiatives. Leadership plays a vital role in shaping and nurturing the desired employee behaviors. Building upon social learning and self‐determination theories, we developed and tested a research model that investigated the mediating role of employees' green intrinsic motivation and the moderating influence of their green self‐efficacy on the relationship between green servant leadership and pro‐environmental behavior. Data were collected in two waves from 323 pairs of employee‐manager working in Pakistan's energy sector and analyzed with partial least squares path modeling (PLS‐PM). The findings endorsed that green servant leadership influences pro‐environmental behavior through the mediating mechanism of green intrinsic motivation. Further, green self‐efficacy played an interactive role with green servant leadership in shaping pro‐environmental behavior. This research responds to multiple calls for research and advances the knowledge on servant leadership and pro‐environmental behavior.