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Article
Publication date: 7 June 2021

Zia Ur Rehman, Imran Shafique, Kausar Fiaz Khawaja, Munazza Saeed and Masood Nawaz Kalyar

Drawing upon the institutional theory, this study examines the influence of responsible leadership on firm performance. Furthermore, this research investigates…

Abstract

Purpose

Drawing upon the institutional theory, this study examines the influence of responsible leadership on firm performance. Furthermore, this research investigates environmental management practices (EnvMP) as an underlying mechanism and institutional pressures as boundary condition between responsible leadership and firm performance.

Design/methodology/approach

Time-lagged data were collected using survey-questionnaire from 385 mid-level employees of construction industry in Pakistan. Partial least square-structural equation modeling (PLS-SEM) was used to analyze the data.

Findings

Results demonstrate that responsible leadership impacts firm performance (financial and nonfinancial) directly and through EnvMP. Furthermore, institutional pressure moderates the link between responsible leadership and EnvMP. However, moderated mediation effect of intuitional pressures was found insignificant.

Practical implications

This study suggest that EnvMP is a key process through which responsible leadership influences firms' financial and nonfinancial performance and shed lights as to when responsible leaders matter most in terms of firm performance through low or high institutional pressures.

Originality/value

This paper is an early attempt which contributes to the body of literature on responsible leadership by investigating mechanisms (how) and boundary condition (when) through which responsible leadership influences firms' financial and environmental performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 8 May 2018

Minseong Kim and Svetlana Stepchenkova

External economic and social forces compel foodservice enterprises to be environmentally friendly, bringing environmental issues to the forefront of managerial policies…

Abstract

Purpose

External economic and social forces compel foodservice enterprises to be environmentally friendly, bringing environmental issues to the forefront of managerial policies. Reflecting on this phenomenon, this paper aims to investigate the role that the environmental leadership of the top management at the franchise headquarters and the companies’ environmental orientation play in enhancing the company’s market and eco performances.

Design/methodology/approach

The research model was tested based on responses from 196 regional foodservice franchising headquarters in South Korea. Structural equation modeling, namely, confirmatory and path analysis, was the primary method of data analysis in the study.

Findings

Results indicate that the top management’s environmental transformational leadership influences the internal and external environmental orientation of a foodservice franchise firm. Also, the two types of environmental orientation improve the market and eco performances of the firm. Finally, two dimensions of environmental orientation, internal and external, act as full mediators of the relationship between environmental transformational leadership and the performance of the firm.

Practical implications

The positive link between environmental leadership, environmental orientation and market performance seems to indicate that individual franchisees may be receptive to rules and regulations associated with green practices and be willing to incorporate the green business procedures of their franchisor into their day-to-day operations.

Originality/value

Given the lack of empirical research that investigates environmental policies in the foodservice industry in the international context, this study contributes to an understanding of how foodservice franchising firms view the environmental leadership of the company’s top management and its impact on a company’s environmental orientation and market performance.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 4
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 6 March 2017

Jennifer L. Robertson and Julian Barling

The purpose of this paper is to report findings from two studies that compare the nature (construct validity) and relative effects (incremental predictive validity) of…

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Abstract

Purpose

The purpose of this paper is to report findings from two studies that compare the nature (construct validity) and relative effects (incremental predictive validity) of environmentally specific transformational leadership (ETFL) to general transformational leadership.

Design/methodology/approach

The nature of ETFL was investigated in an empirical study based on a sample of 185 employees. The relative effects of ETFL were examined in an experimental study based on a sample of 155 university students.

Findings

A confirmatory factor analysis showed that environmentally specific and general transformational leadership are empirically distinct but related. Findings from the experimental study revealed that compared to general transformational leadership and a control condition, participants exposed to ETFL he confederate leader’s environmental values and priorities more highly and engaged in higher levels of pro-environmental behaviors.

Research limitations/implications

Questions concerning ecological and external validity arise out of the experimental study. Future research should contrast the relative effects of environmentally specific and general transformational leadership across various organizational and cultural conditions. Limitations associated with demand characteristics are also of concern in the experimental study. Future research should include an environmental focus in the control condition to exclude any possible threats related to demand characteristics.

Practical implications

Results from these two studies provide useful information regarding within-organization environmental leadership training by suggesting that maximal individual and organizational environmental change may best be achieved by training leaders to be as specific as possible regarding their values, priorities and goals.

Social implications

This research suggests that leaders should engage in ETFL behaviors to have the greatest positive impact on corporate environmental sustainability, and by extension, climate change.

Originality/value

In two separate studies, the construct and incremental predictive validity of ETFL were assessed.

Details

Leadership & Organization Development Journal, vol. 38 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 30 July 2021

Shujie Zhang, Wei Sun, Haochen Ji and Junyun Jia

The primary purpose of this paper is to identify the antecedent (i.e. leader's self-transcendent value) and outcomes (i.e. follower's environmental commitment and…

Abstract

Purpose

The primary purpose of this paper is to identify the antecedent (i.e. leader's self-transcendent value) and outcomes (i.e. follower's environmental commitment and behavior) of transformational leadership. The second purpose is to examine the mediating role of transformational leadership plays in the relationship between leader's self-transcendent value and follower's environmental commitment and behavior.

Design/methodology/approach

Multi-source data were collected at multiple times in China. A total of 262 employees and their 64 supervisors completed the survey. The authors conducted a series of confirmatory factor analyses (CFAs) to verify the validity of the constructs and adopted the SPSS PROCESS macro with bootstrapping techniques to test the hypotheses.

Findings

The authors find that leader's self-transcendent value is an important antecedent of transformational leadership, and transformational leadership can enhance followers' environmental commitment and foster their environmental behavior. Besides, transformational leadership plays a significant mediating role between leader's self-transcendent value and follower's environmental commitment and behavior.

Originality/value

This study has developed an integrated model of the antecedents and outcomes of transformational leadership in the Chinese context. It also confirmed that transformational leadership mediates the process through which leader's self-transcendent value has a positive impact on follower's environmental commitment and behavior.

Details

Leadership & Organization Development Journal, vol. 42 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 26 June 2021

Karla Ordaz, Kelvin Tan, Sarah Skett  and Irene Marie Herremans

This study aims to provide insight into the question of whether graduate students who deliver environmental education workshops/residencies to elementary school children…

Abstract

Purpose

This study aims to provide insight into the question of whether graduate students who deliver environmental education workshops/residencies to elementary school children will develop environmental sustainability leadership qualities in themselves: a goal set in the University of Calgary’s Institutional Sustainability Strategy.

Design/methodology/approach

Survey research was undertaken in a case study setting. The researchers collected and analyzed data related to environmental leadership qualities, using the theory of planned behavior and an adaptation of the competing values framework. Graduate students participating in the co-curricular program responded to questions about the effect that the activity had on their knowledge, awareness and leadership characteristics.

Findings

Graduate students demonstrated considerable leadership potential in environmental sustainability. The survey results showed that their participation in a community educational program impacted their attitudes and awareness favorably in developing stronger competencies for leadership. In addition, they gained real-world knowledge about environmentally sustainable practices and skills to influence pro-environmental behavior changes in the community.

Originality/value

Through a partnership between a non-profit organization and the university, graduate students in an interdisciplinary sustainable energy development program used their formal education and previous work experience to adapt and deliver engaging and educational environmental content to younger children. This informal co-curricular activity brought together local educational institutions, educational content providers, graduate students, and elementary school children in an effective experiential learning platform to develop leadership characteristics both in the graduate students and elementary school children.

Details

International Journal of Sustainability in Higher Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1467-6370

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Article
Publication date: 24 February 2021

Ahmad Siddiquei, Fahad Asmi, Muhammad Ali Asadullah and Farhan Mir

The Chinese firms are keenly focused on reducing their environmental footprints as part of the competitive strategy. Within the context of sustainable organizations in…

Abstract

Purpose

The Chinese firms are keenly focused on reducing their environmental footprints as part of the competitive strategy. Within the context of sustainable organizations in China, we test a multilevel framework that examined the impact of environmental-specific servant leadership on the green individual (pro-environmental behavior) and team (project green performance) outcomes within projects. Using social identity theory, we theorize and test the mediating role of green self-identity (individual level) and team green identification (team level) in the relationships between environmental-specific servant leadership, pro-environmental behavior and project green performance.

Design/methodology/approach

We used survey questionnaires to collect multi-level and multi-wave data from 42 ongoing project-based sustainable organisations in China. The multilevel team to individual-level hypothesis were analyzed using multilevel-modeling via Mplus, while team level hypotheses were tested using ordinary least squares regression.

Findings

The multilevel regression analysis showed that environmental-specific servant leadership has a trickle-down effect of green self-identity, which subsequently predicts pro-environmental behavior. The ordinary least squares regression results demonstrated that environmental-specific servant leadership predicts project green performance via team green identification. Also, environmental-specific servant leadership has a positive and direct impact on pro-environmental behavior and project green performance.

Research limitations/implications

We offer community and service dimension of leadership as a determinant of environmental performance at multiple levels. We provide managerial and policy implications to Chinese organizations striving to reposition themselves as eco-friendly organizations both nationally and globally.

Originality/value

The study is among the first to understand the role of environmental-specific servant leadership in predicting individual-level and team-level environment-related mediator and outcomes simultaneously.

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Article
Publication date: 29 March 2011

Yu‐Shan Chen

This study aims to develop an original framework of green organizational identity to explore the positive effects of environmental organizational culture and environmental

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5441

Abstract

Purpose

This study aims to develop an original framework of green organizational identity to explore the positive effects of environmental organizational culture and environmental leadership on green competitive advantage through the partial mediator – green organizational identity.

Design/methodology/approach

This study proposes an original concept – green organizational identity – to develop an integral framework to enhance green competitive advantage. Structural Equation Modeling (SEM) is applied to verify the research framework.

Findings

The results showed that environmental organizational culture and environmental leadership are positively associated with green organizational identity and green competitive advantage. Green organizational identity had a partial mediation effect on the positive relationships between two antecedents – environmental organizational culture and environmental leadership – and green competitive advantage. Companies should enhance their environmental organizational culture and environmental leadership to raise their green organizational identity and further to increase their green competitive advantage. Furthermore, this study found that environmental organizational culture, environmental leadership, green organizational identity, and green competitive advantage of medium and small enterprises (SMEs) were all significantly less than those of large enterprises in the manufacturing industry in Taiwan.

Practical implications

It is imperative for SMEs to enhance their environmental organizational culture and environmental leadership to strengthen their green organizational identity and further to improve their green competitive advantage.

Originality/value

This study applies the theory of organizational identity to propose a novel concept – green organizational identity – and develops an integral conceptual model to explore its managerial implications, antecedents, and consequence.

Details

Management Decision, vol. 49 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 16 June 2021

JD Visser and Caren Brenda Scheepers

Organisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and…

Abstract

Purpose

Organisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and exploitative innovation. Environmental dynamism was the moderator in this relationship, and innovation climate was the mediator.

Design/methodology/approach

The research design was a quantitative study, using a Web-based survey questionnaire, which consisted of valid and reliable scales. There were 1,204 respondents who completed the survey. Analyses included reliability, validity tests and structural equation modelling to test the hypothesised relationships among the variables.

Findings

The results show that exploitative and exploratory innovation is predicted by the innovation climate, which in turn is predicted by contextual leadership. The findings include a slight moderating effect of environmental dynamism on these relationships. The results suggest that contextual leadership is a significant predictor for improving innovation climate.

Practical implications

As contextual leadership explains 33% of the variance in organisational climate, companies can benefit from developing their leaders to create climates that promote innovation. At increased levels of environmental dynamism, innovation efforts should increase.

Originality/value

Contextual leadership is a crucial element to build innovation-friendly workplaces. The study addresses the gap in research on the influence of contextual leadership on exploitative and exploratory innovation with the mediating and moderator effect on this relationship.

Details

European Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 13 January 2020

Sumayya Surty and Caren Brenda Scheepers

The environment has become increasingly dynamic, characterised by hyper turbulence and high-velocity. While research has confirmed the influence of leadership on the…

Abstract

Purpose

The environment has become increasingly dynamic, characterised by hyper turbulence and high-velocity. While research has confirmed the influence of leadership on the effectiveness of change, the author knows less about how increased environmental dynamism influences the relationship. This study aims to investigate how this relationship is impacted under highly uncertain and dynamic external conditions.

Design/methodology/approach

To investigate the moderating effect of environmental dynamism on leadership practices and employees’ response to change, 1,536 employees’ survey responses were analysed from various organisations in South Africa. Moderator regression models were used to examine relationships.

Findings

Environmental dynamism has a slight significant strengthening effect on the relationship between leadership practices and response to change, with regard to commitment to the change; efficacy, that is, the belief in whether the change will lead to the efficacy of the organisation; and valence or attractiveness of the change. However, no significant positive moderator effect on the impact of leadership practices on active support for change. Tenure as control variable also did not have a significant influence on the model.

Practical implications

Organisations must take note that under dynamic conditions: employees’ belief about the efficacy of change is influenced by leadership practices, but not the active support for the change. Leadership must, thus, check whether employees’ positive responses are indeed going over in action to implement change.

Originality/value

This study contributes an important moderator effect: the more dynamic the environment, the greater the impact leadership practices have on employee response to change.

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Article
Publication date: 11 July 2008

Shauna L. Meyerson and Theresa J.B. Kline

The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and…

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4988

Abstract

Purpose

The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.

Design/methodology/approach

University students (n=197) rated leadership and empowerment in their workplaces and a number of job outcomes using an on‐line questionnaire.

Findings

Results supported the proposition that empowerment should be separated into its behavioral and psychological components. The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.

Research limitations/implications

Limitations include that the study was cross‐sectional, used a student sample, and a single common method for collecting the data. The primary implication for research is that empowerment should be separated into two constructs, environmental and psychological.

Practical implications

Practical implications include that environmental empowerment has more predictive power than does psychological empowerment on workplace outcomes and that leadership has a stronger impact on environmental than psychological empowerment.

Originality/value

This study is the first to call into question the way empowerment has been measured in prior studies and provides useful directions with which to pursue future research in this area.

Details

Leadership & Organization Development Journal, vol. 29 no. 5
Type: Research Article
ISSN: 0143-7739

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