The Effect of Green Transformational Leadership on Employee Green Creativity: An Empirical Test of a Moderated Mediation Model
DOI:
https://doi.org/10.51137/wrp.ijarbm.635Keywords:
Green Transformational Leadership, Employee Green Creativity, Green Empowerment, Green Knowledge Sharing, Green Human Resource ManagementAbstract
This study examines the effect of Green Transformational Leadership (GTL) on Employee Green Creativity (EGC) by testing a moderated mediation model grounded in Ability–Motivation–Opportunity (AMO) theory. Specifically, it investigates the mediating roles of Green Empowerment (GE) and Green Knowledge Sharing (GKS), as well as the moderating role of Green Human Resource Management (GHRM). Data were collected from 500 employees across manufacturing, energy, and service sectors using a structured questionnaire. Structural equation modeling (SEM) was employed to test the proposed hypotheses. The results reveal that GTL has a significant positive effect on EGC (β = 0.48, p < 0.001), both directly and indirectly through GE and GKS. Furthermore, GHRM strengthens these relationships by enhancing the effectiveness of leadership-driven mechanisms within organizations. This indicates that employee creativity in environmental sustainability is shaped not only by leadership behavior but also by organizational systems that support empowerment and knowledge exchange. The study contributes to the literature by integrating AMO theory with green leadership and HRM practices to explain employee green creativity in a comprehensive framework. Practical implications highlight the importance of aligning leadership development with HRM systems to foster sustainable innovation. The study also acknowledges limitations and suggests future research directions.
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Copyright (c) 2026 Oyudari Enkh-Amgalan (Author)
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