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AbstractThe implementation of a firm's corporate environmental strategy is contingent on a practical mechanism between leaders and employees as stakeholders to spread a collective stimulus of responsible behaviors from top to bottom. This study builds on the theoretical underpinnings of social identity theory to examine the influence of corporate environmental strategy on employees' voluntary green behavior through the mediating role of middle managers' environmentally responsible leadership and the moderating role of CEOs' environmentally responsible leadership. The sample included 1532 middle managers‐subordinate dyads from 91 automotive firms and their supply chain business partners in China. Multi‐source data on CEOs' and managers' environmentally responsible leadership and employees' voluntary green behavior were collected in two stages and analyzed with multilevel structural equation modeling through the MPlus 8.3 software. The findings supported all the hypothesized relationships in predicting employees' voluntary green behavior, including the mediating and moderating mechanisms. Theoretical and managerial implications are offered, along with limitations and suggestions for future research.

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.

This study explored the impact of emotional intelligence on performance at individual and team levels in Information technology projects. The moderating effect of task interdependence has also been examined amid the relationship of emotional intelligence and individual and project team performances. Data were assembled, by means of questionnaires, from IT firms located in Rawalpindi and Islamabad. Convenient sampling technique was applied for data gathering. Two types of questionnaire were disseminated; one for the project managers and other for the project team members. Out of 260 dispatched questionnaires, workable data were of 200 samples. Conclusion of this research could be put forward as emotional intelligence significantly affects the individual and project team performances and task interdependence positively moderates the relationship of emotional intelligence and performance at team level. This study has numerous theoretical and managerial implications.