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Article

How Does Organizational Leadership Promote Pro-Environmental Behavior? A Moderated Mediation Model of Environmental Corporate Social Responsibility Policies

by
Chien-Hsiang Huang
1,
Tai-Wei Chang
2,
Chih-Wen Ting
3,* and
Stanley Y. B. Huang
4
1
General Education Center, Chihlee University of Technology, New Taipei City 220305, Taiwan
2
Graduate School of Resources Management and Decision Science, National Defense University, Taipei City 112305, Taiwan
3
Department of Finance, Nanhua University, Chiayi County 622301, Taiwan
4
Master Program of Financial Technology, Ming Chuan University, Taipei 111013, Taiwan
*
Author to whom correspondence should be addressed.
Sustainability 2024, 16(11), 4716; https://doi.org/10.3390/su16114716
Submission received: 11 April 2024 / Revised: 8 May 2024 / Accepted: 13 May 2024 / Published: 1 June 2024
(This article belongs to the Special Issue ESG Impact Management and Corporate Social Responsibility)
Browse Figure
Versions Notes

Abstract

:
Pro-environmental behaviors have been confirmed as an essential source of sustainable development. However, there is limited research exploring its antecedents from the perspective of organizational management mechanisms (e.g., environmental leadership). This article draws on upper-echelon and self-consistency theories to explain why environmental leadership induces environmental corporate social responsibility policy adoption, which causes employees’ environmental behavior. In addition, the relationship is mediated by environmental identity. This article collected empirical data from 101 technology firm employees, and the results support all hypotheses. Finally, this article addresses a new research stream of leadership concerning pro-environmental behaviors. It demonstrates a novel pathway to promote pro-environmental behaviors through adopting environmental corporate social responsibility policies, which guides a new research direction in terms of environmental organization behaviors.

1. Introduction

Internal employees should be encouraged to display pro-environmental behaviors in order to obtain a sustainable competitive advantage in contemporary enterprises because pro-environmental behavior is an essential source of sustainable corporate development [1,2,3]. Pro-environmental behavior represents the degree to which an individual exhibits environmentally sustainable behavior [4,5,6]. However, previous studies have neglected how organizational management mechanisms (e.g., environmental leadership) lead to green behaviors, meaning that companies have little strategy to promote employees’ green behaviors [7,8,9], which is the first gap. In addition, few surveys address the linkage between pro-environmental behavior and corporate social responsibility and whether there are potential contextual variables (e.g., environmental identity) that strengthen this relationship [10,11,12], which is the second gap.
This article proposes a moderated mediation model of environmental corporate social responsibility policies to link environmental leadership and pro-environmental behaviors in order to fill these research gaps. Therefore, the first goal of this article is to find the essential drivers of pro-environmental behaviors, as they are critical to long-term sustainable business goals [13,14]. In addition, the second purpose of this article is to adopt the upper-echelon theory [15] and self-consistency theory [16] to propose the theoretical model for pro-environmental behaviors. The upper-echelon theory attempts to explain the relationship between the values of top managers and corporate strategic choices [15]. The self-consistency theory is that people can function generally by exhibiting behaviors which are consistent with their cognition [16]. That said, the environmental leadership of the chief executive officer can encourage companies to adopt an environmental corporate social responsibility policy. Based on the upper-echelon theory, the chief executive officer’s environmental value can determine what resources and workforce are allocated to environment-related activities. In addition, this environmental corporate social responsibility policy will drive employees to exhibit pro-environmental behaviors because they intend to maintain their behaviors (pro-environmental behaviors) in order to align with their values based on the self-consistency theory [17,18]. That is, employees engage in environmentally friendly behaviors (pro-environmental behaviors) because these employees expect their actions to be consistent with their organizational values. Finally, this article uses environmental identity as a boundary condition variable since the stronger environmental identity of employees will induce the stronger intention of employees to behave pro-environmentally as a result of their perceptions of the environmental corporate social responsibility policy.
In conclusion, the first contribution of this article is to employ data to analyze the relationship between environmental leadership, the environmental corporate social responsibility policy, pro-environmental behaviors, and environmental identity because previous social science studies are almost cross-sectional designs confirming causal relationships. However, these studies ignore the fact that people may change their behavioral intentions level to translate and understand their usage environment, which has not been sufficiently examined. This article fills this gap by surveying data at three time points in order to analyze the theoretical model. The second contribution of this article is to propose how to promote pro-environmental behavior through organizational mechanisms so that companies can actively promote employees’ environmental behaviors through leadership mechanisms. This article thus establishes a new stream of research on pro-environmental behavior. It could guide future research and firms on implementing pro-environment behaviors through organizational management mechanisms.

2. Literature Review

2.1. Environmental Leadership

Environmental leadership refers to the ability of individuals or organizations to inspire, influence, and guide others toward sustainable and environmentally responsible practices [19]. Environmental leadership is a concept derived from transformational leadership, which is one kind of leadership that can increase employee performance [20]. For example, transformational leadership can transform employees’ values to meet organizational values so that these employees demonstrate behavior that meets the organization’s expectations. In the same vein, environmental leadership also transforms employees’ values to meet organizational environmental values, enabling these employees to show behaviors that meet the organization’s expectations.
Indeed, environmental leaders play a crucial role in addressing environmental challenges, promoting conservation, and driving positive change in how we interact with the planet. This form of leadership involves knowledge, vision, communication skills, and a commitment to fostering a balance between human activities and the health of the natural environment. Environmental leadership has several characteristics, as follows [20]: vision and strategic thinking, knowledge and expertise, communication skills, collaboration and networking, innovation and adaptability, ethical decision making, empowerment, and education.
This research employs environmental leadership as the primary organizational management mechanism. Because Taiwan’s technology industry has been integrated with the world, it will inevitably respond to the world’s ecological management trend [11,17]. That said, the concept of environmental management should inevitably be introduced into the organizational leadership mechanism.

2.2. Environmental Corporate Social Responsibility Policy

Environmental corporate social responsibility is a concept derived from corporate social responsibility [17], emphasizing social responsibility in the environmental aspect. Indeed, past research has emphasized three bottom-line elements of corporate social responsibility, and environmental social responsibility is one of them [17]. An environmental corporate social responsibility policy, often called an environmental sustainability policy, is a formal document or set of principles that outlines a company’s commitment to conducting its business in an environmentally responsible and sustainable manner. This policy is part of the broader corporate social responsibility framework that companies adopt to address their impact on society and the environment. The environmental corporate social responsibility policy typically focuses on the company’s efforts to minimize its environmental footprint, conserve resources, and contribute positively to environmental sustainability.
An effective environmental corporate social responsibility policy aligns with the company’s overall business strategy and demonstrates a genuine commitment to environmental stewardship. Showcasing the company’s dedication to sustainable and responsible business practices helps build trust among stakeholders, including customers, investors, employees, and the broader community.

2.3. Pro-Environmental Behaviors

Pro-environmental behavior is a concept derived from organizational citizenship behavior [6,17], and it emphasizes the idea of citizenship behavior in terms of the environment. For example, employees will develop positive ecological behaviors, such as resource recycling or energy saving, because of their positive attitude towards environmental issues. Pro-environmental behaviors refer to the actions and choices that individuals make in their daily lives that contribute positively to the wellbeing of the environment [7,8,9]. These behaviors are characterized by a conscious effort to reduce negative environmental impact, promote sustainability, and support conservation efforts. Pro-environmental behaviors can take various forms and encompass personal habits, lifestyle choices, and advocacy for environmental causes.
Pro-environmental behaviors are essential for addressing global environmental challenges like climate change, pollution, and biodiversity loss. When individuals adopt these behaviors collectively, they contribute to a more sustainable and resilient future for the planet. Additionally, pro-environmental behaviors are often encouraged and reinforced through educational campaigns, government policies, and corporate sustainability initiatives.

2.4. Environmental Identity

“Environmental identity” refers to how an individual feels connected to and identifies with their natural surroundings or broader environment [21]. It encompasses the sense of belonging to a particular environment, whether it is a specific place, ecosystem, or the planet as a whole. This concept is often linked to environmental psychology and sociology, where researchers study how people’s relationships with their surroundings influence their attitudes, behaviors, and sense of self. In addition, developing a solid environmental identity can positively impact environmental stewardship, as individuals who strongly identify with their environment are more likely to take action to protect it. Conversely, a weak or disconnected environmental identity may lead to apathy or even to detrimental behaviors toward the environment.

2.5. Environmental Leadership and Environmental Corporate Social Responsibility Policy

Environmental leadership represents leaders using intellectual stimulation, personal considerations, inspiring motivation, and idealized influence to guide subordinates to fulfill corporate environmental responsibilities [19]. Leaders will demonstrate their ecological values through the leadership process and act as an environmental role model to guide subordinates [19]. This makes sense because the values of environmental leaders can be passed on to subordinates through the leadership process, and the values of the subordinates will also be modified during the leadership process into the values expected by the environmental leaders. Therefore, environmental leadership will align company employees’ values with stakeholders’ environmental responsibilities, ultimately making employees more inclined to adopt environmental policies.
Similarly, the upper-echelon theory [15] also supports this perspective. First, these environmental ideals of the chief executive officer will influence which activity resources and workforce are allocated to environmentally related activities. Therefore, the company will adopt environmental corporate social responsibility policies. Second, when chief executive officers adopt environmental leadership to manage their top management teams, they will inevitably shape the values of their top management teams into environmental values [22,23,24]. Therefore, according to the self-echelon theory, the values of top executives must influence the type of strategy used by the company. Environmental leadership at Time 1 will lead to more significant increases in environmental corporate social responsibility policy adoption because environmental leadership induces employees’ values and the company’s strategic activities. This article proposes the following hypotheses:
Hypothesis 1. 
Environmental leadership at Time 1 positively influences the more significant development of environmental corporate social responsibility policy adoption.

2.6. Environmental Corporate Social Responsibility Policies and Pro-Environmental Behaviors

Past scholars have shown that employees’ pro-environmental behaviors come from their self-worth [25,26,27]. Therefore, people with high levels of environmental corporate social responsibility will engage in pro-environmental behaviors since they intend to align with their organization’s environmental social values. Based on the self-congruity theory [16], employees will internalize organizational values and goals into self-values (e.g., environmental corporate social responsibility), exhibiting behaviors which are consistent with organizational values.
The relationship between the environmental corporate social responsibility policy and pro-environmental behavior affects old and new employees differently. For old employees, as environmental leadership influences the company to adopt environmental social responsibility policies, these employees will exhibit pro-environmental behaviors to meet organizational values. However, for new employees, when a company’s reputation for environmental and social responsibility also attracts people with similar characteristics to join the organization, these new employees will also display pro-environmental behaviors which are consistent with environmental corporate social responsibility.
A more significant development in adopting environmental corporate social responsibility will lead to more substantial growth in a pro-environmental behavior, as employees wish to maintain their behaviors tin order to satisfy their values. This article proposes the following hypothesis:
Hypothesis 2. 
The greater development of environmental corporate social responsibility adoption positively influences the more significant development of pro-environmental behaviors.

2.7. Environmental Identity as a Boundary Condition

Environmental identity encompasses the idea that an individual internalizes environmental concerns into a self-concept of environmental issues [28,29,30]. This article proposes that environmental identity should facilitate the link between environmental corporate social responsibility and pro-environmental behaviors. For example, employees with stronger environmental identity should exhibit more pro-environmental behaviors because of the firm’s environmental corporate social responsibility policy, as they have a background of more vital environmental identity values [31,32]. The reason is that they show more pro-environmental behaviors because these behaviors can alleviate any inconsistencies. In other words, environmental identity is like a facilitator that can enhance the relationship between environmental social responsibility and pro-environmental behavior.
Hypothesis 3. 
Environmental identity at Time 1 moderates the relationship between more excellent environmental corporate social responsibility policy development and pro-environmental behaviors.

3. Methodology

This article poses the model in Figure 1, based on the past literature review.

3.1. Measurements

This article uses a slightly modified scale from Robertson and Barling [33] to measure environmental leadership, and an example item is “My supervisor plays an environmental role model”. This article uses Wei et al.’s [34] environmental corporate social responsibility policy scale, and an example item is “Our production process decreases environmental pollution more than our major competitors”. Pro-environmental behaviors are assessed by Lamm et al. [35], and an example item is “I feel that I am a person who properly disposes of electronic waste”. Finally, this article evaluates environmental identity through Clayton et al. [31], and an example item here is “If I had enough resources such as time or money, I would spend some of them to protect the natural environment”. All items are reflective and are measured with a Likert five-point scale.

3.2. Data Collection

This article recruited employees of technology manufacturing firms in Taiwan as our research sample. We chose employees of technology manufacturing firms in Taiwan since they are famous worldwide, which indicates that they should have sufficient knowledge of environmental corporate social responsibility and pro-environmental behaviors. Technology manufacturing companies refer to the production of technology products through advanced machinery and equipment, such as computers, printers, and data storage equipment. We contacted technology manufacturing firms in Taiwan to provide their followers to join our survey, and 101 employees were willing to participate in this study. This article lists the descriptive analysis and the number of questions in Table 1 and Table 2.
The average age of these employees is 37 years old, and 70% are men. These employees have ten years of work experience and have college or above qualifications. There is no missing data because 101 employees rated our questionnaire about environmental leadership, environmental corporate social responsibility, pro-environmental behavior, and environmental identity. A three-month sampling frame is used in this article because previous studies have used similar sampling designs [36,37] and have suggested that changes in attitude should be detectable within three months. In addition, longitudinal data can reduce the problem of common methodological variance [38].

4. Analysis Results

4.1. Reliability and Validity Analysis

Table 1 is the analysis of the descriptives and correlations. This article adopts an analysis of confirmatory factors to calculate the average variance extracted (validity) and composition reliability (reliability), and Cronbach’s alpha is also listed in Table 2. This article adopts reflective indicators to measure environmental leadership, corporate social responsibility, pro-environmental behavior, and environmental identity. Based on Table 2, the factor loadings (λ) of environmental leadership, environmental corporate social responsibility, pro-environmental behavior, and environmental identity are all greater than 0.5, demonstrating the good indicators for environmental leadership, environmental corporate social responsibility, pro-environmental behavior, and environmental identity. The Cronbach’s α for environmental leadership, corporate social responsibility, pro-environmental behavior, and environmental identity are more significant than 0.7. The composite reliability for environmental leadership, corporate social responsibility, pro-environmental behavior, and environmental identity is more significant than 0.6. Finally, the average variation extracted for environmental leadership, corporate social responsibility, pro-environmental behavior, and environmental identity is more significant than 0.5. The average variance extracted, composition reliability, and Cronbach’s alpha are all greater than the critical value suggested by Fornell and Lacker [39].
First, to test common method bias, this article conducted the chi-square difference test to confirm the one-factor model and the four-factor model (Figure 1); the four-factor model is better than the one-factor model (the chi-square difference value is 65), supporting the excellent fit of the four-factor model. Next, to test the measurement invariance, this article conducted the chi-square difference test for the three measurement models of Time 1, Time 2, and Time 3. Under a significance level of 0.05, the chi-square differences test of the cross comparisons of the three models is insignificant, so the three measurement models have measurement invariance. The analysis results meet the requirements of reliability and validity.

4.2. Analysis Results

This article lists the analysis results in Table 3. Based on Table 3, environmental leadership significantly influences the environmental corporate social responsibility policy (path coefficient = 0.33, p value < 0.01), meaning that Hypothesis 1 is confirmed. That said, more environmental leadership will encourage companies to exhibit more environmental corporate social responsibility policy adoption intention.
The environmental corporate social responsibility policy significantly influences pro-environmental behaviors (path coefficient = 0.38, p value < 0.01), meaning that Hypothesis 2 is confirmed. That said, employees who have more environmental corporate social responsibility policies will show more pro-environmental behaviors.
Finally, environmental identity significantly moderates the relationship between the environmental corporate social responsibility policy and pro-environmental behaviors (path coefficient = 0.23, p value < 0.01), allowing Hypothesis 3 to be confirmed. That said, employees with more environmental identity will show more pro-environmental behaviors caused by the environmental corporate social responsibility policy.
First, to increase the statistical power, this paper recruited employees of technology manufacturing firms in Taiwan again, and 101 employees were included in our paper. The analysis results are listed in Table 4, and all relationship paths are supported. Next, to test the mediating effect of this article, this article employs the chi-square difference test. Model 1 is the original research framework (Figure 1), while Model 2 adds an indirect mediation effect path to Model 1. The chi-square difference test found that the chi-square difference between Model 2 and Model 1 is 59, meaning that Model 1 is significantly better than Model 2, thus supporting the complete mediation framework (Figure 1).
Based on these results, we believe that environmental leadership will encourage companies to have more environmental corporate social responsibility policy adoption intention, which, in turn, will encourage pro-environmental behaviors. Past research has proposed similar relationships between these variables [17,29], but this article advances an integrated theoretical framework.

5. Conclusions

5.1. Theoretical Contribution

This article opens the black box of environmental leadership as it relates to pro-environmental behavior through the mediating role of environmental corporate social responsibility policies. It proposes environmental identity as a moderator. The analysis confirmed the causal linkage between environmental leadership, corporate social responsibility policies, pro-environmental behavior, and environmental identity. Past research has raised critical questions concerning the exploring of the antecedents of pro-environmental behavior [40,41,42], as these antecedents can help companies formulate policies that induce pro-environmental behavior. For example, Ansari et al. [40] used corporate social responsibility to predict customers’ environmental behavior through the mediating effect of customer participation. Zhang et al. [41] adopted the planned behavior theory to predict tourists’ pro-environmental behavior. Chao [42] adopted the social network theory to predict pro-environmental behavior. Current research on the relationship between leadership and environmental behavior is still limited. In addition, the study has not discovered the critical mediating role of the environmental corporate social responsibility policy and the moderating role of environmental identity, so this article provides a significant incremental contribution to this field.
Second, although past research has examined leadership and its outcomes, it has also received widespread attention. However, limited research has expanded leadership into the field of sustainability to explore its impact on pro-environmental behavior. This gap is unfortunate because environmental leadership is a common concept in the workplace [43,44,45]. Past studies have examined the various positive effects of environmental leadership [46,47,48]. Still, they have ignored the critical role of environmental corporate social responsibility policies and environmental identity in forming pro-environmental behaviors. For example, Chen et al. [46] adopted environmental leadership to predict green organizational citizenship behavior. Luan et al. [47] adopted environmental leadership to predict green product development performance. Sobaikh et al. [48] adopted environmental leadership to predict employees’ green performance.
Finally, as far as I know, this article is the first to use the upper-echelon theory [15] and self-consistency theory [16] to unlock the mechanism of pro-environmental behavior, allowing this article to make a significant incremental contribution. Pro-environmental behavior has attracted the attention of many scholars, so many scholars have explored different antecedents of pro-environmental behavior [40,41,42]. However, research employing upper-echelon and self-consistency theories is limited, so this article opens a new milestone in the pro-environmental behavior literature.

5.2. Practical Contribution

First, in practice, pro-environmental behaviors are crucial for firms, so adopting an enhancement mechanism to promote pro-environmental behaviors is essential. According to the empirical analysis of this article, environmental leadership is a vital driver of pro-environmental behaviors, so corporate education and training should include the concept of environmental leadership. It makes sense since environmental leadership can help companies implement pro-environmental behaviors. In addition, supervisors should foster an environmental identity climate or culture within the organization, as environmental identity can positively moderate the pro-environmental behaviors elicited by environmental corporate social responsibility policies.
Second, according to the empirical analysis of this article, environmental leadership is an important driver of pro-environmental behavior, so corporate education and training should integrate the concept of environmental leadership into its courses, which makes sense because environmental leadership can help companies implement environmental behaviors. In addition, supervisors should cultivate an environmental identity atmosphere or culture within the organization, such as encouraging employees to perform some tasks related to environmental protection in order to increase employees’ environmental identity, because environmental identity can actively regulate the pro-environmental behaviors triggered by environmental corporate social responsibility policies. Finally, companies should integrate environmentally friendly behaviors into the company’s organizational culture because it can drive employees within the company to follow the values of environmentally friendly behaviors.

5.3. Future Research and Limitations

This article adopts environmental leadership as a driver of pro-environmental behavior, but there may be other leadership styles that can lead to pro-environmental behavior, such as ethical leadership [49], responsible leadership [50], or authentic leadership [51]. Differential leadership styles should be surveyed in future research. Second, this article points out that environmental leadership, corporate social responsibility, and identity can shape pro-environmental behavior. Still, there may be other crucial mechanisms that have been ignored in different contexts. Further research must explore and test more possible mechanisms in various contexts to enrich the literature on pro-environmental behavior. For example, environmental commitment may be a potential variable that drives pro-environmental behavior because employees want to display behaviors (e.g., pro-environmental behavior) that are consistent with their organizational values (e.g., environmental commitment). Third, this article collected 101 employees from Taiwanese technology companies, but further research should collect random data from different industries and countries in order to confirm the theoretical model of this article. Fourth, this article uses the upper-echelon theory and self-consistency theory to construct the theoretical model of this article. Further surveys must study different theories in different contexts to validate the model of this article. For example, the congruence theory [52,53,54] should be a possible theory because these employees intend to display pro-environmental behaviors to satisfy their supervisors’ expectations for environmental responsibility. Fifth, since this article’s theoretical model contains mediating and moderating variables, it is recommended that subsequent research uses samples from different countries to conduct the empirical analysis of the mediating moderation model. Finally, since this article is an empirical investigation rather than a statistical algorithm study, it is recommended that further research should be conducted using specific statistical analysis methods in order to conduct more in-depth algorithm optimization and to analyze the theoretical model of this article more accurately. Furthermore, additional research should also examine which sampling interval is most suitable for latent growth modeling.

Author Contributions

Conceptualization, C.-H.H.; Methodology, C.-W.T.; Software, C.-W.T.; Validation, C.-W.T.; Investigation, S.Y.B.H.; Resources, S.Y.B.H.; Data curation, S.Y.B.H.; Writing—original draft, C.-H.H.; Writing—review and editing, T.-W.C.; Visualization, C.-W.T.; Supervision, T.-W.C.; Project administration, T.-W.C.; Funding acquisition, S.Y.B.H. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Informed consent was obtained from all subjects involved in the study.

Data Availability Statement

Data are available on request from the authors.

Conflicts of Interest

The authors declare no conflicts of interest.

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Sustainability 16 04716 g001
Figure 1. Theoretical Model.
Figure 1. Theoretical Model.
Sustainability 16 04716 g001
Table 1. Descriptive and correlations analysis.
Table 1. Descriptive and correlations analysis.
VariablesMeanStandard DeviationELECSRPPBSEI
EL5.220.911
ECSRP5.140.890.391
PBS5.250.880.280.381
EI4.980.920.250.280.291
Notes: EL = environmental leadership, ECSRP = environmental corporate social responsibility policy, PBS = pro-environmental behavior, EI = environmental identity.
Table 2. Confirmatory factor analysis.
Table 2. Confirmatory factor analysis.
ConstructsItemsλCronbach’s αComposite ReliabilityAverage Variation Extracted
Environmental LeadershipEL010.861 **0.9440.950.64
EL020.882 **
EL030.845 **
EL040.721 **
EL050.779 **
EL060.812 **
EL070.832 **
EL080.756 **
EL090.724 **
EL100.861 **
EL110.741 **
Environmental Corporate Social Responsibility PolicyEC010.893 **0.9130.890.69
EC020.906 **
EC030.793 **
EC040.716 **
Environmental IdentityEI010.836 **0.890.950.64
EI020.875 **
EI030.811 **
EI040.789 **
EI050.776 **
EI060.799 **
EI070.764 **
EI080.785 **
EI090.811 **
EI100.754 **
EI110.830 **
Pro-environmental BehaviorsPB010.764 **0.9010.920.60
PB020.734 **
PB030.752 **
PB040.710 **
PB050.784 **
PB060.809 **
PB070.818 **
PB080.816 **
Notes: (1) **: p < 0.01; (2) RMR = 0.047; RMSEA = 0.041; GFI = 0.91; CFI = 0.90; NFI = 0.91.
Table 3. Path analysis results (Investigation 1).
Table 3. Path analysis results (Investigation 1).
HypothesisRelationship PathCoefficient
Hypothesis 1Environmental leadership →
Environmental Corporate Social Responsibility Policy		0.31 **
Hypothesis 2Environmental Corporate Social Responsibility Policy →
Pro-environmental Behaviors		0.35 **
Hypothesis 3Environmental identity × Environmental Corporate Social Responsibility Policy → Pro-environmental Behaviors0.012 **
Note: ** = p < 0.01.
Table 4. Path analysis results (Investigation 2).
Table 4. Path analysis results (Investigation 2).
HypothesisRelationship PathCoefficient
Hypothesis 1Environmental leadership →
Environmental Corporate Social Responsibility Policy		0.27 **
Hypothesis 2Environmental Corporate Social Responsibility Policy →
Pro-environmental Behaviors		0.31 **
Hypothesis 3Environmental identity × Environmental Corporate Social Responsibility Policy → Pro-environmental Behaviors0.10 **
Note: ** = p < 0.01.
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Huang, C.-H.; Chang, T.-W.; Ting, C.-W.; Huang, S.Y.B. How Does Organizational Leadership Promote Pro-Environmental Behavior? A Moderated Mediation Model of Environmental Corporate Social Responsibility Policies. Sustainability 2024, 16, 4716. https://doi.org/10.3390/su16114716

AMA Style

Huang C-H, Chang T-W, Ting C-W, Huang SYB. How Does Organizational Leadership Promote Pro-Environmental Behavior? A Moderated Mediation Model of Environmental Corporate Social Responsibility Policies. Sustainability. 2024; 16(11):4716. https://doi.org/10.3390/su16114716

Chicago/Turabian Style

Huang, Chien-Hsiang, Tai-Wei Chang, Chih-Wen Ting, and Stanley Y. B. Huang. 2024. "How Does Organizational Leadership Promote Pro-Environmental Behavior? A Moderated Mediation Model of Environmental Corporate Social Responsibility Policies" Sustainability 16, no. 11: 4716. https://doi.org/10.3390/su16114716

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