How Green Transformational Leaders Trigger Environmental Performance? Unleashing the Missing Links Through Green Self-Efficacy, Green Empowerment, and Green Training of Employees

Abstract

This study looks into how companies react to and adjust to shifting social and environmental factors. A comprehensive model is put forth and empirically tested using data from the pharmaceutical business, utilizing the dynamic capabilities theory perspective. An investigation is conducted into the factors that explain and influence the relationship between environmental performance (EP) and green transformational leaders (GTLs). Green empowerment and efficacy are suggested as potential explanators and green training is regarded as a prerequisite. A total of 247 managers employed by pharmaceutical companies provided data for the analysis of the suggested model. The analysis methods employed were PROCESS Macro and Structure Equation Modeling (SEM). The findings show that green transformational leaders have an insignificant direct influence on environmental performance but a significant indirect impact. This relationship is significantly mediated by green empowerment and self-efficacy and moderated by green training.

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