Leading by Example: A Model of Organizational Citizenship Behavior for the Environment

Boiral, Olivier; Talbot, David; Paillé, Pascal

doi:10.1002/bse.1835

Cited by 189 publications

(206 citation statements)

References 72 publications

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“…The contribution of these behaviors to the successful implementation of environmental programs and the improvement of organizational performance in this area has been highlighted by empirical research (e.g., Boiral et al 2015;Ones and Dilchert 2012;Paillé et al 2014;Ramus 2001;Roy et al 2013). For example, changes in working behaviors are considered essential to the implementation of pollution prevention programs aimed at reducing waste at the source (Boiral 2005;Bunge et al 1996;Hanna et al 2000;Hart 1995).…”

Section: Corporate Greening Through Managers' Ocbesmentioning

confidence: 99%

“…Likewise, the implementation of environmental programs requires collaborations and helping relationships between employees, which are facilitated by OCBEs (Boiral 2009;Daily et al 2009;. Finally, recent empirical studies conducted in Canada and China have shown a positive relationship between OCBEs and environmental performance (Boiral et al 2015;Paillé et al 2014).…”

Section: Corporate Greening Through Managers' Ocbesmentioning

confidence: 99%

“…To be effective and credible inside the organization, this support must be reflected in concrete actions and cannot be only based on general statements or managerial practices. Generally speaking, the day-to-day environmental behaviors of managers such as recycling habits, personal involvement in environmental programs, or informal support for green initiatives in the workplace tend to speak louder than words alone, especially in the eyes of employees (Boiral et al 2015).…”

Section: Introductionmentioning

confidence: 99%

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Managers’ Citizenship Behaviors for the Environment: A Developmental Perspective

2016

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The objective of this longitudinal study is to analyze the intrinsic drivers and values underlying managers' organizational citizenship behaviors for the environment (OCBEs) from a developmental psychology perspective based on measuring the stages of consciousness that shape the meaning-making systems of individuals. At time 1, the stages of consciousness of 138 managers were qualitatively assessed using the Leader Development Profile test. At time 2, a quantitative survey measured the environmental beliefs and OCBEs of these managers. The links between stages of consciousness, environmental beliefs, and OCBEs were analyzed using hierarchical regressions. The main findings show that managers' stages of consciousness positively influence two types of OCBEs, namely eco-initiatives and eco-helping, while environmental beliefs influence eco-helping and eco-civic engagement but do not appear to be connected with the stage of consciousness development. This paper first contributes to the literature on corporate greening by shedding more light on the aspects of behavioral and developmental psychology that underlie environmental leadership. Second, it bridges the gap between theories that have developed separately by showing the interconnectedness between the managers' stage of consciousness and the more concrete environmental behaviors in the workplace that could have emulative effects throughout the organization.

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Section: Corporate Greening Through Managers' Ocbesmentioning

confidence: 99%

Section: Corporate Greening Through Managers' Ocbesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Managers’ Citizenship Behaviors for the Environment: A Developmental Perspective

2016

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“…Several studies investigated organizational-level outcomes of EGB. Organizational environmental performance was found to change as a result of required (Chen, Tang, Jin, Li, & Paillé, 2014) and voluntary (Paillé, Chen, Boiral, & Jin, 2013) EGB in Chinese manufacturing firms; and voluntary EGB in Canadian manufacturing firms (Boiral, Talbot & Paillé, 2013 We were only able to find support for an effect of a leader's own attitudes towards the natural environment on subordinates' required EGB. Marshall and colleagues (2005) reported that the attitudes of leaders within wineries towards land stewardship are acknowledged as a key determinant of whether environmental practices (e.g., barrel recycling) are introduced.…”

Section: Resultscontrasting

confidence: 41%

A multilevel perspective on employee green behaviour

Norton¹

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Modern organisations increasingly experience pressure from regulatory, normative, and social sources to be more environmentally friendly. Extant research shows that employee engagement in proenvironmental "green" behaviours enhances organisational outcomes regarding environmental sustainability. Despite contextual differences between the workplace and the home, however, and evidence that people differ in their green behaviour across these settings, contemporary explanations as to why employees engage in green behaviours at work continue to draw from environmental psychology research on private green behaviour at home. Thus, there is a need to understand more clearly the nature of green behaviour as it occurs specifically in the work context. This requires an approach that considers the organisational context as a contributing factor, and acknowledges that green behaviour at work constitutes a particular form of job performance. In this research therefore, I sought to address these points by investigating how employee perceptions of the organisational context influence both required (i.e., task-related) and voluntary (i.e., proactive) employee green behaviour (EGB). Consistent with this aim, I collected data from employee samples uisng constructs from organisational behaviour, such as organisational climate and job performance, in a multilevel and mixed-methods program of research.In Chapter 1 (Case Study), I briefly outline the climatic changes that are prompting organisations to engage with environmental sustainability. I outline macro-level organisational activities and present a case study that highlights the central role of employee behaviour. Finally, Icritique the literature and identify three limitations that inform the research questions I address through my program of research.In Chapter 2 (Systematic Review), I present a detailed review of the EGB literature, and organise research findings into a multilevel conceptual framework. Within this framework, Ipropose that person and context factors contribute to motivational states that drive required (i.e., task-related) and voluntary (i.e., proactive) EGB. Based in this literature, I outline an agenda for future research to answer key questions to move the literature forward.In Chapter 3 (Study 1), I describe a study of how perceived organisational policy for sustainability effects EGB, and whether or not perceptions of green climate mediate this relationship. I used a cross-sectional survey design to collect data from a sample of office workers (n = 168), and developed a green psychological climate construct comprising perceptions of the organisation and co-workers. Using structural equation modelling, I found unique effects for different perceptions on types of employee green behaviour. Specifically, climate perceptions regarding the organisation mediated the effect of perceived sustainability policy on task-related EGB; whereas climate perceptions regarding co-workers mediated the effect of perceived policy on iii proactive EGB. This study highli...

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“…Future research might also examine the manners in which leaders could be a source of inspiration for the staff. Although the key role of leaders is often hypothesized in the environmental literature (e.g., Ramus, 2001), little research has been undertaken to examine to what extent employees are willing to perform PEBs when their leaders set an example by demonstrating their engagement toward the cause of sustainability in organizational context (for a notable exception see Boiral, Talbot, & Paillé, 2014).…”

Section: Concluding Thoughtsmentioning

confidence: 99%