Responsible Leadership and Sustainable Development in East Asia Economic Group: Application of Social Exchange Theory

Xuecheng, Wei; Ahmad, Noor Hazlina; Iqbal, Qaisar; Saina, Bai

doi:10.3390/su14106020

Cited by 19 publications

(14 citation statements)

References 115 publications

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“…Managing sustainability is one of the most challenging and rapidly growing areas in organizations. Sustainable development, which is based on three pillars, i.e., social, economic, and environmental, evokes the need of sustainable leadership (SL) (Slimane, 2012 ; Iqbal and Piwowar-Sulej, 2022 ; Xuecheng et al, 2022 ). Sustainable leaders can “allow a fast, resilient response which is competitive and appealing to all stakeholders” (Gerard et al, 2017 , p. 116).…”

Section: Introductionmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.

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Section: Introductionmentioning

confidence: 99%

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Iqbal¹,

Piwowar‐Sulej²

2022

Front. Psychol.

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“…This finding supports and extends the previous literature, including research conducted by Han et al . (2019) and Xuecheng et al. (2022) on responsible leadership, by Mi et al .…”

Section: Discussionmentioning

confidence: 99%

Organizational citizenship behavior for the environment decoded: sustainable leaders, green organizational climate and person-organization fit

Iqbal

Piwowar‐Sulej

2023

BJM

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PurposeThis study examines how sustainable leadership influences organizational citizenship behavior toward the environment, directly and through a green organizational climate. This study also investigates the moderating effect of person-organization fit on the relationship between green organizational climate and employees' organizational citizenship behavior for the environment.Design/methodology/approachData were collected from 241 employees of manufacturing firms in China with one month's lag. Statistical analyses were conducted with the use of PLS-SEM.FindingsThis study confirmed that sustainable leadership significantly influenced organizational citizenship behavior for the environment, both directly and indirectly through a green organizational climate. It also revealed that the relationship between green organizational climate and employees' organizational citizenship behavior for the environment was contingent on the person-organization fit.Originality/valueTo the best of the authors' knowledge, this study is the first to analyze how sustainable leadership reinforces employees' organizational citizenship behavior for the environment by providing insight into the mediating role of green organizational climate and person-organization fit as a moderator. Moreover, through a combination of three theoretical perspectives (social learning theory, social exchange theory and the theory of person-organization fit), this study advances the academic knowledge on how organizational citizenship behavior for the environment develops, thus providing a more complex explanation of the relationship between the examined variables.

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“…The five competencies of social enterprises are social mission, collaborative networks, innovation, financial viability and level of scalability. The three pillars of sustainable development are social, economic and environmental [ 46 , 60 ].…”

Section: Methodsmentioning

confidence: 99%

Can social enterprises aid sustainable development? Evidence from multi-stage investigations

Bansal

Garg²,

Васа³

2023

PLoS ONE

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Background Social enterprises must balance between profitability and sustainability. The impetus on sustainability grew further after the adaption of the SDG agenda by the United Nations (UN). Objective This paper examines the role of social enterprises in helping attain sustainable development goals in India. Research design This multi-stage paper comprises three studies directed at scale development, scale refinement, pre-testing, and construct validity. The scale development stage is conducted through a combination of extensive literature review and focused group discussions. Expert discussions and item-reduction techniques have been used in the second stage aimed at scale refinement and pre-testing. The third stage of testing construct validity is carried out through Partial Least Square–Structural Equation Modelling (PLS-SEM). Results The findings suggest that all the competencies of social enterprises identified in the study i.e. social mission, collaborative networks, innovation, financial viability and level of scalability significantly impact sustainable development. Conclusion Because the goals of social enterprises and the Sustainable Development Goals (SDGs) are mutually reinforcing and complementary, the study suggests that social enterprises have a lot of potential for achieving the SDGs. The study also suggests future research directions and policy implications that can be replicated in other countries.

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Responsible Leadership and Sustainable Development in East Asia Economic Group: Application of Social Exchange Theory

Cited by 19 publications

References 115 publications

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs

Organizational citizenship behavior for the environment decoded: sustainable leaders, green organizational climate and person-organization fit

Can social enterprises aid sustainable development? Evidence from multi-stage investigations

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