The Effect of Green Transformational Leadership on Green Performance: A Systematic Review

Abstract

The primary objective of this chapter was to examine the impact of green transformational leadership on green performance, with a specific focus on the increasing worldwide emphasis on sustainable development. The chapter conducted a comprehensive analysis of the impact of green transformational leadership on green performance, taking into account various factors such as green mindfulness, green self-efficacy, green organisational identification, environmental responsibility, organisational environmental culture, and green thinking. The aforementioned attributes were considered as potential mediators in the relationship between green transformational leadership and green performance. The primary subject of discussion in this chapter revolved around the theoretical frameworks of Ability Motivation Opportunity (AMO), Resource-Based View (RBV), Systems, and Leader-Member-Exchange (LMX). The study followed the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology. After conducting a thorough and rigorous search, a total of 20 scholarly journal papers focused on empirical studies were chosen as appropriate for inclusion in the present study. The journal articles were systematically disassembled into their individual components, thoroughly examined, and subsequently incorporated into targeted review inquiries. The research utilised a comprehensive and stringent screening methodology to assess the methodological rigour, therefore minimising the risk of bias. The research results clearly established a causal connection between green transformational leadership and green performance, leaving little room for doubt. Furthermore, research has indicated that the relationship between green transformational leadership and green performance is influenced in a positive manner by various mediating factors. These factors include green mindfulness, green self-efficacy, green organisational identification, environmental responsibility, organisational environmental culture, and green thinking. Nevertheless, prior studies have demonstrated that there exists no statistically significant correlation between green transformational leadership and green organisational identity. The effective demonstration of genuine management implications in the presentation has underscored the necessity of green leadership in modern enterprises. Given the extensively documented association between green transformational leadership and green performance, it is advisable for organisations to aggressively promote the adoption of green transformational leadership practises as a means to improve their green performance. There is a proposition that the implementation of green transformational leadership across different sectors of the economy can yield favourable outcomes in promoting green mindfulness, green self-efficacy, green organisational identification, environmental responsibility, organisational environmental culture, and green thinking among employees. As a result, this can lead to an improvement in environmental sustainability.