The Mechanism Underlying the Sustainable Performance of Transformational Leadership: Organizational Identification as Moderator
Abstract
:1. Introduction
2. Theory and Proposition
2.1. Theoretical Background
2.2. Hypotheses Development
2.2.1. GTL and OCBE
2.2.2. OCBE and Sustainable Performance
- OCBE and environmental performance
- OCBE and economic performance
- OCBE and social performance
2.2.3. The Mediating Role of OCBE
- Mediating role of organizational citizenship behavior towards the environment between green transformational leadership and environmental performance
- Mediating role of OCBE between GTL and economic performance
- Mediating role of OCBE between GTL and social performance
2.2.4. Moderating Role of Organizational Identification
2.3. Research Framework
3. Research Methodology
3.1. Context, Sample, Data Collection
3.2. Demographic Information
3.3. Measures
3.4. Analytical Approach
4. Study Findings
4.1. Data Screening
4.2. Descriptive Analysis
4.3. Measurement Model Analysis
4.4. Structural Model Analysis
5. Discussion
6. Conclusions
6.1. Theoretical Implication
6.2. Practical Implication
6.3. Limitations and Directions for Future Studies
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
- The leader of the green innovation project inspires the project members with the environmental plans.
- The leader of the green innovation project provides a clear environmental vision for the project members to follow.
- The leader of the green innovation project gets the project members to work together for the same environmental goals.
- The leader of the green innovation project encourages the project members to achieve the environmental goals.
- The leader of the green innovation project acts while considering environmental beliefs of the project members.
- The leader of the green innovation project stimulates the project members to think about green ideas.
- In my work, I weigh the consequences of my actions before doing something that could affect the environment (e.g., turning off lights when leaving the office, putting recycle material in proper bins).
- I voluntarily carry out environmental actions and initiatives in my daily activities at work.
- I make suggestions to my colleagues about ways to protect the environment more effectively, even when it is not my direct responsibility.
- I spontaneously give my time to help my colleagues take the environment into account in everything they do at work.
- I encourage my colleagues to adopt more environmentally conscious behavior.
- I encourage my colleagues to express their ideas and opinions on environmental issues.
- I actively participate in environmental events organized by my organization.
- I stay informed about my organization’s environmental initiatives.
- I undertake environmental actions that contribute positively to my organization’s image.
- I volunteer for projects, endeavors, or events that address environmental issues at my organization.
- Your organization meets the basic needs of your family.
- Your organization enhances your social recognition in society.
- Your organization improves your empowerment in society.
- Your organization provides freedom and control over the course of your own lifestyle.
- Your organization is concerned about child labor use.
- Your organization uses utilities (e.g., energy and water) in an environmentally friendly manner.
- Your organization produces few wastes and emissions.
- Your organization is concerned about waste management.
- Your organization uses small spaces to set up and operate the business.
- Your organization is concerned about hygienic factors.
- Economic performance of your organization is at an acceptable level in terms of sales growth.
- Economic performance of your organization is at an acceptable level in terms of income stability.
- Economic performance of your organization is at an acceptable level in terms of return on investment.
- Economic performance of your organization is at an acceptable level in terms of profitability.
- Your organization is providing employment opportunities to you and others.
- When someone criticizes this organization, it feels like a personal insult.
- I am very interested in what others think about this organization.
- When I talk about this organization, I usually say “we” rather than “they”.
- This organization’s successes are my successes.
- When someone praises this organization, it feels like a personal compliment.
- If a story in the media criticized this organization, I would feel embarrassed.
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Construct | Mean | Std. Deviation | Skewness | Kurtosis | ||||
---|---|---|---|---|---|---|---|---|
Statistic | Statistic | Statistic | Std. Error | Statistic | Std. Error | |||
Transformational Leadership | 3.6711 | 0.43493 | −0.402 | 0.173 | 0.653 | 0.345 | ||
OCB towards the Environment | 3.4680 | 0.76026 | −0.692 | 0.173 | 0.717 | 0.345 | ||
Organizational Identification | 3.5629 | 0.69993 | −0.111 | 0.173 | −0.849 | 0.345 | ||
Economic Performance | 3.4964 | 1.04131 | −0.377 | 0.173 | −1.259 | 0.345 | ||
Social Performance | 3.8000 | 0.83324 | −1.080 | 0.173 | 0.407 | 0.345 | ||
Environmental Performance | 3.5137 | 1.22544 | −0.782 | 0.173 | −0.727 | 0.345 | ||
Sustainable Performance | 3.6034 | 0.74105 | −0.730 | 0.173 | −0.051 | 0.345 | ||
Mardia’s multivariate skewness and kurtosis | z | p-value | ||||||
Skewness | 5.638 | 183.246 | 0.000 | |||||
Kurtosis | 50.534 | 1.806 | 0.000 |
Construct | Items | Loadings | Cronbach’s Alpha | CR | AVE |
---|---|---|---|---|---|
Transformational Leadership (TL) | TL6 | 0.697 | 0.897 | 0.866 | 0.521 |
TL5 | 0.803 | ||||
TL4 | 0.597 | ||||
TL3 | 0.796 | ||||
TL2 | 0.635 | ||||
TL1 | 0.777 | ||||
Organizational Identification (OI) | OI1 | 0.832 | 0.883 | 0.867 | 0.524 |
OI2 | 0.661 | ||||
OI3 | 0.860 | ||||
OI4 | 0.672 | ||||
O5 | 0.669 | ||||
O6 | 0.613 | ||||
OCB towards the Environment (OCBE) | OCBE1 | 0.770 | 0.885 | 0.916 | 0.551 |
OCBE2 | 0.627 | ||||
OCBE3 | 0.756 | ||||
OCBE4 | 0.689 | ||||
OCBE5 | 0.741 | ||||
OCBE6 | 0.755 | ||||
OCBE7 | 0.768 | ||||
OCBE8 | 0.768 | ||||
OCBE9 | 0.797 | ||||
Social Performance (SP) | SP1 | 0.640 | 0.872 | 0.908 | 0.668 |
SP2 | 0.907 | ||||
SP3 | 0.812 | ||||
SP4 | 0.882 | ||||
SP5 | 0.818 | ||||
Economic Performance (EcP) | ECP1 | 0.733 | 0.896 | 0.873 | 0.583 |
ECP2 | 0.848 | ||||
ECP3 | 0.854 | ||||
ECP4 | 0.734 | ||||
ECP5 | 0.625 | ||||
Environmental Performance (EP) | EP1 | 0.937 | 0.933 | 0.905 | 0.659 |
EP2 | 0.650 | ||||
EP3 | 0.845 | ||||
EP4 | 0.753 | ||||
EP5 | 0.844 |
Constructs | 1 | 2 | 3 | 4 | 5 | 6 |
---|---|---|---|---|---|---|
Economic Performance | 0.763 | |||||
Environmental Performance | 0.086 | 0.811 | ||||
OCB towards the Environment | 0.371 | 0.290 | 0.742 | |||
Organizational Identification | 0.314 | 0.376 | 0.706 | 0.723 | ||
Social Performance | 0.679 | 0.038 | 0.314 | 0.296 | 0.817 | |
Transformational Leadership | 0.405 | 0.289 | 0.723 | 0.59 | 0.323 | 0.722 |
Hypotheses | Β | S.D. | T Statistics | p-Values | LLCI | ULCI |
---|---|---|---|---|---|---|
GTL → OCBE | 0.477 | 0.074 | 6.464 | 0.000 | 0.329 | 0.609 |
OCBE → EcP | 0.371 | 0.063 | 5.909 | 0.000 | 0.232 | 0.482 |
OCBE → EP | 0.290 | 0.061 | 4.741 | 0.000 | 0.162 | 0.399 |
OCBE → SP | 0.314 | 0.071 | 4.403 | 0.000 | 0.173 | 0.455 |
GTL → OCBE → EcP | 0.177 | 0.047 | 3.727 | 0.000 | 0.091 | 0.273 |
GTL → OCBE → EP | 0.138 | 0.038 | 3.627 | 0.000 | 0.073 | 0.218 |
GTL → OCBE → SP | 0.150 | 0.045 | 3.302 | 0.001 | 0.069 | 0.237 |
GTL × OI → OCBE | 0.024 | 0.043 | 0.545 | 0.586 | −0.104 | 0.072 |
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Lin, M.; Effendi, A.A.; Iqbal, Q. The Mechanism Underlying the Sustainable Performance of Transformational Leadership: Organizational Identification as Moderator. Sustainability 2022, 14, 15568. https://doi.org/10.3390/su142315568
Lin M, Effendi AA, Iqbal Q. The Mechanism Underlying the Sustainable Performance of Transformational Leadership: Organizational Identification as Moderator. Sustainability. 2022; 14(23):15568. https://doi.org/10.3390/su142315568
Chicago/Turabian StyleLin, Mou, Azura Abdullah Effendi, and Qaisar Iqbal. 2022. "The Mechanism Underlying the Sustainable Performance of Transformational Leadership: Organizational Identification as Moderator" Sustainability 14, no. 23: 15568. https://doi.org/10.3390/su142315568