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Building on the theories of social learning and social information processing, this paper aims to examine the effect of green servant leadership (GSL) on green voice behavior among staff working in Qatari higher education. In this relationship, the climate for green initiative (CFGI) was used to act as a mediating mechanism.

Data in this study were collected from 275 staff working in Qatari higher education. Structural equation modeling was used to analyze the data.

The results suggest that GSL positively influences green voice behavior, whereas CFGI mediated this link.

The results can be beneficial to higher education pertaining to the importance of GSL in generating positive green behaviors such as green voice behavior. Furthermore, the results highlight the significant role CFGI plays in motivating such behaviors.

To the best of the authors’ knowledge, this is the first study that examines the link between GSL and green voice behavior in the higher education context. Furthermore, research on CFGI has received limited attention so far.

Drawing on conservation of resources and social exchange theories, the authors build and test a theoretical model examining the association of environmentally-specific empowering leadership (ESEL) with green creativity as well as the mediating and moderating roles of green knowledge sharing behavior and green psychological climate, respectively, in this association.

Data were collected in three different waves from 265 employees working in three-, four- and five-star hotels located in major cities in Pakistan. EFA, CFA and PROCESS macro were utilized to validate the study's research model and to examine the hypotheses.

The results indicated that ESEL is positively associated with green creativity, and green knowledge sharing behavior is an effective underlying mechanism between the ESEL–green creativity association. Furthermore, this study’s findings suggested that green psychological climate moderates the direct and indirect associations such that the associations were stronger when green psychological climate was more positive rather than less positive.

The study provides important lessons to managers and policymakers about the benefits of ESEL to achieving green employee creativity within the hospitality sector and helps to contextualize the importance and relevance of addressing global challenges in light of the United Nations (UN) Sustainable Development Goals (SDGs).

The study is the first to explore the green adaptation of empowering leadership, its effects, mechanisms and boundary conditions.

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green management initiatives (GMI) in this relationship.

This study used a quantitative research design, using survey data from 390 participants working in manufacturing sector organizations in one of the emerging economies in the Asian region, namely, Pakistan. AMOS was used to test the hypothesized relationships.

The results reveal that GRL has a significant positive link with GMI and PEB. In addition, this study found that GMI mediates the association between GRL and PEB, suggesting that GRL indirectly promotes PEB through the implementation of GMI.

This study has several limitations, including its reliance on self-reported data, its cross-sectional design and its focus on participants from only one nation. Future research may benefit from using mixed-study designs and diverse samples from multiple industries and nations.

The results suggest that businesses can promote PEB among their staff by adopting GRL and implementing GMI. In doing so, businesses can demonstrate their commitment to sustainability, enhancing their credibility and competitive advantage.

This research contributes several new insights to the existing literature on sustainable leadership. First, it provides empirical evidence to support the hypothesis that GRL, GMI and PEB are interrelated. Second, it highlights the mediating role of GMI in this relationship.

Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents of green creativity.

A three-wave data collection method was used to collect data from the 304 hotel employees belonging to hotels located in the tourist’s location of India. The study used PROCESS macro to test the hypothesized model.

The results found a significant serial mediating effect of green organizational culture and green mindfulness for strengthening the association between green transformational leadership and green creativity.

The study establishes that a transformational leadership can bring about a much-needed green turnaround and thus makes significant practical contribution. As customers are becoming environmentally conscious, the industry can translate the green practices and motivate their subordinates by exhibiting the environmentally conscious behaviour and exhibit the same in their actions at work.

The current research work expands the body of literature on green transformational leadership and green creativity nexus in tourism and hospitality industry by exploring the boundary condition that increases the strength of this relationship.

Anchored in the conservation of resources (COR) theory, this research aims to examine the effect of spiritual leadership on green creativity via the mediating role of green work engagement (GWEN).

The data were collected from 254 frontline hotel employees in the United Arab Emirates (UAE), and the hypothesized relationships were assessed using partial least squares structural equation modeling (PLS SEM).

The findings suggest that spiritual leadership boosts GWEN and green creativity, and GWEN positively affects green creativity and mediates the nexus between spiritual leadership and green creativity.

Top management in the hospitality industry should focus on building spirituality and spiritual practices among their managers to accomplish organizational green goals. The hospitality industry is a highly competitive service sector that contains several unique challenges for workers, such as growing customer demands and asking for employee creativity while concurrently producing and delivering high-quality, differentiated services. In such tense and demanding professional settings, employees require intrinsic motivation to achieve something “out of the box.” Organizations should understand that intrinsic motivation implanted by spiritual leaders can encourage individuals to engage in green tasks and ultimately go beyond the script to achieve green creativity.

This study advances the extant literature by highlighting the role of spiritual leadership, as an emerging leadership style, in fostering GWEN and green creativity. It also adds to the existing research by examining the underlying mechanism through which spiritual leadership nurtures green creativity.

Despite the significant economic contributions of the tourism and hospitality industry, it is also considered an emerging concern for its negative impact on the environment. This study investigated the association between green inclusive leadership (GIL), green human resource management (GHRM), and employee proactive pro-environmental behaviour (PEB). The study also investigated the mediating effect of GHRM between GIL and proactive PEB.

Hotel employees in Malaysia were the respondents in this study. The researchers used a cross-sectional approach and partial least squares-structural equation modeling (PLS-SEM) to analyse the data.

Results found a significant relationship between GIL, GHRM and proactive PEB. Findings of the study revealed that GHRM significantly meditates the relations between GIL and proactive PEB.

This study presents practical implications for the hotel industry by encouraging employees' environmentally responsible behaviour. Enlightening the role of environmentally open and accepting ways to promote positive employee behaviour is of considerable practical use not solely for the organisations but additionally for culture as a whole.

Theoretical contributions are made by constructing a new structural model supported by the theory of planned behaviour (TPB) and the induction of GIL, GHRM, and proactive PEB and measuring the factors simultaneously. The study further established the mediating role of GHRM between GIL and proactive PEB.

Building on the resource-based view (RBV) and the theory of other orientation, this study aims to examine the association between Islamic work ethics (IWEs) and organizational performance highlighting the role of employee relations climate as an underlying mechanism.

Data were collected from 239 employees working in diverse sectors in the state of Qatar. Structural equation modeling of partial least squares was used to analyze the data of the study.

The results suggest that IWEs positively impact organizational performance and employee relations climate. Furthermore, employee relations climate demonstrated to play a mediating role in the IWEs-organizational performance link.

The study can be used by administrators pertaining to the importance of IWE and employee relations climate to cultivate higher organizational outcomes such as organizational performance.

This research is distinctive as it examines the connection between IWEs and organizational performance in Qatar, a country where the influence of Islamic values and beliefs on work ethics is profound. In addition, the research sheds light on a topic that has received little attention in the literature: the significance of the workplace climate in determining how IWEs affect organizational performance. Finally, the research integrates two important theoretical frameworks, the RBV and the theory of other orientation, to create a comprehensive model that explains the complex relationship between IWEs, employee relations climate and organizational performance.

The purpose of this study is to investigate whether two types of destructive leadership styles – despotic and narcissistic – predict turnover intentions of nurses via emotional exhaustion, drawing from the conservation of resources theory and the unfolding theory of turnover.

This paper used multiwave data collected from 731 nurses working in Palestinian hospitals. Structural equation modeling using partial least squares was used to analyze the data.

Both narcissistic and despotic leadership are associated with turnover intentions directly and indirectly through emotional exhaustion. Despotic leadership, however, has a stronger relationship to turnover intention than narcissistic leadership. Despotic and narcissistic leadership are common in this sample.

A strong psycho-safety climate is likely needed to address the harm caused by these destructive leadership styles, and interventions should span primary, secondary and tertiary levels of the public health model. Examples include ensuring strong organizational checks, balances and information flows, job control, support and widespread training; assistance programs such as counseling services; and remediation and repair for harmed individuals and teams.

This study advances the understanding of the negative, dark or destructive side of leadership specifically in the nursing context. This study compares despotic and narcissistic leadership to examine which one better/worse explains turnover intentions through emotional exhaustion.

Leaders in the hospitality industry encounter daily conflicting demands and paradoxes which call for adjusting their leadership philosophy from “either/or” to “both/and” leadership style. Therefore, drawing upon paradox, self-determination, social learning and job demands-resources perspectives, the purpose of this article is to examine the relationships between paradoxical leadership and employee in-role and extra-role performance outcomes. It also aims to explore the mediating effect of work engagement on the aforesaid linkages.

Multilevel analyses in Mplus 8.0 software were conducted on three-wave data from 238 employees working in 19 Pakistani hotels.

The authors found that paradoxical leadership influences employee in-role (job performance) and extra-role (innovative work behavior and voice behavior) performance directly and indirectly through employee work engagement.

This study addresses recent calls by highlighting the role of paradoxical leadership, an important yet underexplored leadership style in the hospitality literature. In addition, this is the first study examining the multilevel effect of paradoxical leadership on employees’ in-role and extra-role performance via work engagement.