How authentic leadership affects green creativity: the role of self-reflection and psychological capital

Abstract

Purpose Based on social cognitive theory, this study aims to explore the effect of authentic leadership on employee green creativity by studying the mediating role of reflection and rumination and the moderating role of psychological capital. Design/methodology/approach This study used experience sampling methodology to test hypothesis. Specifically, this study applied two-level path analysis to analyze 1,290 observations from 129 employees. Findings The results show that authentic leadership positively influences reflection but negatively influences rumination, which in turn impact employees’ green creativity. Psychological capital positively moderates the effects of authentic leadership on reflection and negatively moderates the effects of authentic leadership on rumination. Furthermore, psychological capital moderates the linkages between authentic leadership, self-reflection and employee green creativity. Practical implications Organizations should make efforts in promoting authentic leadership and recruiting employees who possess high psychological capital. Moreover, managers can make effective efforts to stimulate employees’ reflection and mitigate rumination, thereby facilitating organizational sustainable development. Originality/value In investigating green issues related to employees’ daily cognitive processes, this study focuses on within-personal reaction mechanism to authentic leadership, concerning the moderating effect of individual psychological capital.

Towards sustainable development in the manufacturing industry: does green human resource management facilitate green creative behaviour? A serial mediation model

“…Given the importance of green creativity in the domain, our discussion focuses on the factors that promote employees' green creativity. While previous scholarly works have identified certain factors that contribute to green creativity, such as green mindfulness (Kalyar et al, 2021) or authentic leadership (Wang et al, 2022), among others, limited empirical research has been conducted on the influence of formal organizational context, such as GHRM (Ahmad et al, 2022;Muisyo et al, 2022). As opposed to individual characteristics or leadership styles, which are relatively more stable and seldom change over time, GHRM, as an orchestral strategy, assists organizations in achieving their sustainability-oriented goals.…”

Environmentally specific authentic leadership and team green creative behavior based on cognitive-affective path systems

“…This study provides a better comprehension of the consequences of authentic leadership at the team level. Prior research has focused on how authentic leaders influence individuallevel green behavior (Wang et al, 2022). Therefore, one of the novel contributions of this IJCHM 35,10 study is to probe the influence of authentic leadership on team-level GCBs, which seems very significant for the greening and sustainability of the organizations.…”