The consequences of environmental degradation have steered organizations to promote pro-ecological behaviors among their employees, and achieving this effectively is paramount for business and environmental sustainability. Applying a multilevel integrated approach, this study investigates the impact of corporate environmental strategy, biospheric values, and eco-centric leadership on employees' ecological behaviors. A self-administered questionnaire was used to collect data from 289 employees from a cross section of industries in Bangladesh. The findings reveal the significant influences of environmental strategy and biospheric values on employees' ecological behaviors as well as the moderating role of eco-centric leadership. The study also provides some significant insights for formulating environmental strategy and inspiring employees' ecological behaviors in organizational contexts.Theoretical and managerial implications as well as future research directions have also been provided.

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Sustainability is not just a “buzzword” but refers to the ideal business strategy for encouraging sustainable behavior for remaining relevant and competitive. Managers of organizations are increasingly expected to duly consider and demonstrate the desired social and environmental intentions of translating leadership strategies into sustainable practices. Studies on employees' voluntary environmental behavior (VEB) are increasing in number, in that it is believed that behavior can contribute to achieving organizational sustainability strategy. However, despite the studies being published on this emerging field, leadership is a missing link regarding the psychological mechanism through which VEB can be defined and refined. Drawing on the theories of social learning and social exchange, this study seeks to establish the impact of ecocentric leadership (EL) on VEB and the mediating role of psychological green climate (PGC) in this nexus. Data were collected from wide‐ranging business organizations in Bangladesh through a self‐administered survey questionnaire. The results indicate that EL wields a significant direct influence on VEB. Moreover, EL through the mediating effect of PGC indirectly shapes VEB. The study contributes original insights to the discussions and debates on strategic leadership and climate accountability. Implications of ecocentric strategic leadership and recommendations for future research are discussed.

Considering the gravity of issues, the present study investigates the influence of corporate environmental strategy (CES) on the voluntary environmental behavior (VEB) of employees along with the potential moderating variables. The research questions and hypotheses are built based on the essence of an integrated theory of corporate environmental behavior and social identity theory. Data were collected from numerous organizations and analyzed following the deductive reasoning approach. Partial least square–based structural equation modeling was used to test the hypotheses. The result highlighted that CES influences psychological green climate (PGC), which leads to an effect on VEB. We also examined the moderating effects of employees’ age, firms’ size on the influence of CES on PGC, and the PGC on VEB. The result showed that the moderating effect of age affects the influence of CES on PGC and other’s influences are not found significant. Managerial implications were also discussed.

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