Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use

Abstract

PurposeThe purpose of this study is to investigate the predictive influence of transactional leadership on employee green creative behaviour (GCB) and the mediating role of workplace learning and green knowledge management (GKM) in this relationship. Based on the leader–member exchange (LMX) theory. This study also uses moderated mediation analysis to investigate social networking sites (SNS) use as a moderator to better understand the indirect relationship between transactional leadership and employee GCB.Design/methodology/approachThe data for this quantitative study were collected using a time-lag technique, with two time waves apart by two months. The final sample for the study included 294 employee–supervisor dyads from small and medium-sized tourism enterprises in the north eastern part of China.FindingsFindings supported the study's proposed hypotheses, indicating that transactional leadership has a significant impact on workplace learning and GKM, as well as a significant role of mediators (workplace learning and GKM) in the relationship between transactional leadership and employee GCB. Furthermore, SNS use significantly moderated the impact of both mediators in establishing a link between transactional leadership and employee GCB.Originality/valueThis study offers new perspectives and insights for entrepreneurs, decision-makers, academics and tourism sector experts by identifying and putting into practise the predictive role of transactional leadership in innovative behaviours. This study also suggests that small and mid-sized travel agencies should focus on workplace learning, GKM and SNS use to promote environment-friendly creative employee behaviour.

Turning the tide: an impact of leader empowering behavior on employees' work–family conflict, spillover and turnover intention in tourism

“…The outcomes of this investigation unveiled a substantial and positive correlation between leader empowering behavior and the experience of WFC and WFS by employees. This discovery contributes significantly to existing scholarship by shedding light on the pivotal role played by leader empowering behavior in shaping outcomes related to leadership, a dimension that has been somewhat marginalized in prior inquiries that predominantly concentrated on the intricate interplay between fundamental mechanisms linked to leadership outcomes and employee behavior (Cai et al, 2023).…”

“…WFS defines as the beneficial impact on the receiving domain that results from the transfer of positively valued affects, skills, behaviors and values from the original domain (Edwards and Rothbard, 2000). Individuals endowed with certain resources are more adept at managing stress arising from work-related situations (Cai et al, 2023). Those who garner personal resources from the interplay between work and family spheres are less inclined to relinquish their employment positions (Ten Brummelhuis and Bakker, 2012).…”

“…Those who garner personal resources from the interplay between work and family spheres are less inclined to relinquish their employment positions (Ten Brummelhuis and Bakker, 2012). Scholars have found that leadership empowering behavior through enhanced employee engagement leads to elevated job satisfaction (Cai et al, 2023;. Conditions that promote independence, shared decision-making, employee retention and equality of opportunity can be fostered through a leader's inspiring behavior (Yukl, 2010).…”