Leading by example: understanding the trickle-down effect of voluntary green behavior in the workplace

Abstract

Purpose Drawing on the framework of the trickle-down effect and social learning theory, this study aims to examine how and when leaders' voluntary green behavior (VGB) stimulates that of employees. Design/methodology/approach This study conducted a time-lagged multisource field survey. The final sample consisted of 417 employees matched to 67 leaders. The unconflated multilevel modeling (MLM) approach was employed. Findings A social learning mechanism underlies the trickle-down effect of leaders' VGB, which involves observation and imitation. The green role model influence serves as a mediator of these two processes. Moreover, leader-member exchange (LMX) moderates the strength of the social learning mechanism. Practical implications Leaders can gain useful insights of how to promote employees' VGB and are further inspired to reflect on the managerial philosophy of leading by example. Originality/value This study contributes to workplace green behavior literature by examining the trickle-down effect of leader VGB and uncovering a social learning mechanism. This study also offers promising directions for leadership research concerning about role modeling.

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