Playing the cards right: exploring the way leadership influences organizational citizenship behavior for the environment in megaprojects

Abstract

PurposeOrganizational citizenship behaviors for the environment (OCBEs) represent a crucial element of environmental sustainability for a wide range of organizations. However, the leadership mechanisms underlying OCBEs are as yet unexplored, particularly regarding the delivering megaprojects. The paper aims to investigate how transformational leadership (TFL) and transactional leadership (TSL) styles shape the environmental commitment (EC) of subordinates, motivating OCBEs in megaprojects.Design/methodology/approachPartial least squares modeling and hierarchical regression were performed on data obtained from 140 experts who have been involved in megaprojects.FindingsBoth TFL and TSL styles are effective in motivating OCBEs, although the EC of subordinates partially mediates these relationships. The power distance (PD) orientation significantly moderates the relationship between TFL and OCBEs, with the relationship being more positive when the PD of subordinates is lower. Unexpectedly, a collectivist orientation (CO) was found to elevate the effect of TSL but weaken the effect of TFL.Originality/valueThe mixed and contradictory findings regarding TFL and TSL styles are reconciled in the current study by integrating the contextual factors of PD and CO. The findings of the study shed new light on “playing the cards right” when using the leadership practices, i.e. how leadership can be better leveraged to cultivate subordinates' OCBEs. They also provide targeted guidance for shaping contextual factors to increase the environmental sustainability of megaprojects.

Underdog Environmental Expectations and Environmental Organizational Citizenship Behavior in the Hotel Industry: Mediation of Desire to Prove Others Wrong and Individual Green Values as a Moderator

“…Voluntary pro-environmental behaviors such as OCBE remain an area of particular interest for scholars because they are crucial to the sustainable performance of organizations [ 25 ]. Although OCBE may appear to be secondary when considered individually, they are expected to have a multiplier influence on environmental performance when accumulated through time and the number of people engaged [ 26 ], thus, enhancing an organization’s environmental performance [ 27 ], while also filling gaps in the formal EMS, helping the organization to reduce environmental costs, and improving the organization’s ecological reputation [ 13 ].…”

Institutionalisation of sustainability in Indian megaprojects: an organisational field-based approach

“…Some studies on megaprojects' organisational citizenship behaviour and social responsibility have highlighted the idea and real intentions towards sustainability in megaprojects. According to Wang et al (2021a), commitment, referring to a sense of responsibility and attachment to organisational goals and values, is crucial in motivating organisational actors to promote environmental sustainability in megaprojects. On the other hand, managers and policymakers find that the economic and reputational gains, technological innovations, competitiveness, transparent management style and branding are the motivation to make effort towards sustainability (Ma et al, 2020;Mahmood and Uddin, 2021).…”

“…Some studies on megaprojects' organisational citizenship behaviour and social responsibility have highlighted the idea and real intentions towards sustainability in megaprojects. According to Wang et al. (2021a), commitment, referring to a sense of responsibility and attachment to organisational goals and values, is crucial in motivating organisational actors to promote environmental sustainability in megaprojects.…”

How and When Daily Abusive Supervision Affects Daily Organizational Citizenship Behavior for the Environment

“…OCBE makes significant contributions to organizational environmental performance and competitive advantage ( Del Brio et al, 2007 ; Jackson et al, 2012 ; Boiral et al, 2015 ); thus, scholars have become increasingly interested in predicting employees’ level of OCBE ( Bissing-Olson et al, 2013 ). Leadership has been highlighted as a key antecedent affecting employees’ OCBE ( Robertson and Carleton, 2018 ; Khan et al, 2021 ; Wang et al, 2021 ).…”