Rameen Razzaq MMS223014

CAPITAL UNIVERSITY OF SCIENCE AND
TECHNOLOGY, ISLAMABAD
The Role of Sustainable Leadership on Employee

Green Performance: Employee Empowerment as
Mediator and Perceived Organizational Support
as Moderator for the Relationship
by
Rameen Razzaq
A thesis submitted in partial fulfillment for the

degree of Master of Science
in the
Faculty of Management & Social Sciences
Department of Management Sciences
2024
i
Copyright © 2024 by Rameen Razzaq
All rights reserved. No part of this thesis may be reproduced, distributed, or

transmitted in any form or by any means, including photocopying, recording, or
other electronic or mechanical methods, by any information storage and retrieval
system without the prior written permission of the author.
ii
Dedicated to my family who dedicated their lives to teach me how to step

forward...!
CERTIFICATE OF APPROVAL
The Role of Sustainable Leadership on Employee Green Performance:

Employee Empowerment as Mediator and Perceived Organizational
Support as Moderator for the Relationship
by
Rameen Razzaq
(MMS223014)
THESIS EXAMINING COMMITTEE
S. No. Examiner Name Organization

(a) External Examiner Dr.Mubbashar Hassan SECP
(b) Internal Examiner Dr. S.M.M. Raza Naqvi CUST, Islamabad
(c) Supervisor Dr. Shazia Faiz CUST, Islamabad
Dr. Shazia Faiz

Thesis Supervisor
August, 2024
Dr. S. M. M. Raza Naqvi Dr. Arshad Hassan

Head Dean
Dept. of Management Sciences Faculty of Management & Social Sci.
August, 2024 August, 2024
iv
Author’s Declaration
I, Rameen Razzaq hereby state that my MS thesis titled “The Role of Sustain-
able Leadership on Employee Green Performance: Employee Empower-
ment as Mediator and Perceived Organizational Support as Moderator
for the Relationship” is my own work and has not been submitted previously
by me for taking any degree from Capital University of Science and Technology,
Islamabad or anywhere else in the country/abroad.
At any time if my statement is found to be incorrect even after my graduation,

the University has the right to withdraw my MS Degree.
(Rameen Razzaq)
Registration No: MMS223014
v
Plagiarism Undertaking
I solemnly declare that research work presented in this thesis titled “The Role
of Sustainable Leadership on Employee Green Performance: Employee
Empowerment as Mediator and Perceived Organizational Support as
Moderator for the Relationship” is solely my research work with no significant
contribution from any other person. Small contribution/help wherever taken has
been duly acknowledged and that complete thesis has been written by me.
I understand the zero tolerance policy of the HEC and Capital University of Science
and Technology towards plagiarism. Therefore, I as an author of the above titled
thesis declare that no portion of my thesis has been plagiarized and any material
used as reference is properly referred/cited.
I undertake that if I am found guilty of any formal plagiarism in the above titled
thesis even after award of MS Degree, the University reserves the right to with-
draw/revoke my MS degree and that HEC and the University have the right to
publish my name on the HEC/University website on which names of students are
placed who submitted plagiarized work.
(Rameen Razzaq)
Registration No: MMS223014
vi
Acknowledgement
“Then which of the Blessings of your Lord will you deny.”
(Surah Ar-Rehman)
First and foremost, I express my deepest gratitude to Allah, my creator, my life

coach, the most gracious, the most beneficent. I owe it all to you, and I am
eternally thankful for your guidance and blessings throughout my journey.
I would like to extend my heartfelt appreciation to all the individuals who has
walked alongside me and provided invaluable support and guidance. I am indebted
to each of you for your contributions and encouragement. To my supervisor, Dr.
Shazia Faiz, I extend a special thanks for your unwavering support, stimulating
suggestions, and guidance. Your expertise and dedication played a pivotal role
in coordinating my thesis work and achieving the desired results. Without your
continued belief in me, this accomplishment would not have been possible.
I would also like to express my deep love and gratitude to my beloved mother, Mrs.
Saadia Razzaq, for her unconditional love, unwavering support, and unwavering
belief in my abilities. Your encouragement and presence have been a constant
source of strength throughout this journey.
Lastly, I extend my sincere thanks to the organizational management who gra-

ciously provided the data for my research. Although words cannot fully express
my gratitude, my heart is overflowing with appreciation for the assistance and
cooperation I received from everyone.
(Rameen Razzaq)
vii
Abstract
This study aims to explore how sustainable leadership influences employee green
performance. The leading organizations across the world have been showing great
concern for green employee performance. The study specifically targeted health
sector, where sustainable leadership appeared as greater contributor. The study
suggested that the connection among variables I.e., sustainable leadership and
employee green performance was mediated by employee empowerment. The study
also looked at how sustainable leadership and employee green performance and
was moderated by perceived organizational support.
Probability sampling was applied for sampling. Data was gathered online using
google forms. The results from a sample of 281 doctors provided insight about the
significance of sustainable leaders. Regression analysis and correlation were used to
investigate the given data. With SPSS PROCESS HAYES , the data analysis was
carried out. Finding revealed that sustainable leadership has a favorable influence
on employee green performance and this relationship was mediated by employee
empowerment and moderated by perceived organizational support. Limitations
and future directions were also discussed.
Keywords: Sustainable leadership; Employee Green Performance; Per-

ceived organizational support; Employee Empowerment.
Contents
Author’s Declaration iv
Plagiarism Undertaking v
Acknowledgement vi
Abstract vii
List of Figures xi
List of Tables xii
Abbreviations xiii
1 Introduction 1
1.1 Background of the Study . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Gap Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.4 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.5 Research Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6 Significance of the Study . . . . . . . . . . . . . . . . . . . . . . . . 8
1.7 Supporting Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2 Literature Review 11
2.1 Relationship between Sustainable Leadership and Employee Green
Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.2 Relationship between Sustainable Leadership and Employee Em-
powerment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.3 Effect of Employee Empowerment on Employee Green Performance 21
2.4 Mediating Role of Employee Empowerment between Sustainable
Leadership and Empl-oyee Green Performance . . . . . . . . . . . . 24
2.5 Moderating Role of Perceived Organizational Support between Sus-
tainable Leadership and Employee Green Performance . . . . . . . 28
2.6 Model Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3 Research Methodology 34
3.1 Research Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
viii
ix
3.1.1 Research Philosophy . . . . . . . . . . . . . . . . . . . . . . 34

3.1.2 Research Approach . . . . . . . . . . . . . . . . . . . . . . . 35
3.1.3 Research Strategy . . . . . . . . . . . . . . . . . . . . . . . . 36
3.1.4 Choices of Methods . . . . . . . . . . . . . . . . . . . . . . . 36
3.1.5 Time Horizon . . . . . . . . . . . . . . . . . . . . . . . . . . 36
3.1.6 Target Population . . . . . . . . . . . . . . . . . . . . . . . . 36
3.2 Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3.2.1 Population and Sample . . . . . . . . . . . . . . . . . . . . . 37
3.2.2 Sample Size . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3.3 Sampling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
3.4 Pilot Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
3.4.1 Reliability of Scale . . . . . . . . . . . . . . . . . . . . . . . 39
3.5 Data Analysis Technique . . . . . . . . . . . . . . . . . . . . . . . . 39
3.5.1 Analytical Techniques and Tool Used . . . . . . . . . . . . . 40
3.6 Instrumentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
3.6.1 Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
3.6.1.1 Sustainable leadership . . . . . . . . . . . . . . . . 41
3.6.1.2 Employee Green Performance . . . . . . . . . . . . 41
3.6.1.3 Employee empowerment . . . . . . . . . . . . . . . 41
3.6.1.4 Perceived Organizational Support . . . . . . . . . . 41
3.6.2 Sample Characteristics . . . . . . . . . . . . . . . . . . . . . 42
3.6.2.1 Gender Characteristics . . . . . . . . . . . . . . . . 42
3.6.2.2 Marital Status . . . . . . . . . . . . . . . . . . . . 42
3.6.2.3 Age Characteristics . . . . . . . . . . . . . . . . . . 43
3.6.2.4 Work Status . . . . . . . . . . . . . . . . . . . . . 43
3.6.2.5 Years of Job Experience with Current Organization 44
4 Result and Analysis 45

4.1 Descriptive Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 45
4.2 Anova Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
4.2.1 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . 47
4.3 Regression Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
4.4 Moderation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 50
4.5 Summary of the Hypothesis . . . . . . . . . . . . . . . . . . . . . . 51
5 Discussion and Conclusion 52

5.1 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
5.1.1 Sustainable Leadership and Employee Green Performance . . 52
5.1.2 Sustainable Leadership and Employee Empowerment . . . . 53
5.1.3 Employee Empowerment and Employee Green Performance . 55
5.1.4 Mediating Effect of Employee Empowerment between Sus-
tainable Leadership and Employee Green Performance . . . 56
5.1.5 Moderating Effect of Perceived Organizational Support be-
tween Sustainable Leadership and Employee Green Perfor-
mance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
5.2 Research Implications . . . . . . . . . . . . . . . . . . . . . . . . . . 58
x
5.2.1 Theoretical Implications . . . . . . . . . . . . . . . . . . . . 58

5.2.2 Practical Implications . . . . . . . . . . . . . . . . . . . . . 59
5.2.3 Limitation of the Study . . . . . . . . . . . . . . . . . . . . 61
5.2.4 Future Direction of Research . . . . . . . . . . . . . . . . . . 62
5.2.5 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Bibliography 64
Appendix A 70
List of Figures
2.1 Research Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
xi
List of Tables
2.1 Research Hypothesis . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3.1 Scales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
3.2 Frequency by Gender . . . . . . . . . . . . . . . . . . . . . . . . . . 42
3.3 Frequency by Marital Status . . . . . . . . . . . . . . . . . . . . . . 42
3.4 Frequency by Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
3.5 Frequency by Years of Job Experience . . . . . . . . . . . . . . . . 44
4.1 Descriptive Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 45

4.2 Anova Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
4.3 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 47
4.4 Regression Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
4.5 Moderation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 50
4.6 Summary of the Hypothesis . . . . . . . . . . . . . . . . . . . . . . 51
xii
Abbreviations
DV Dependant Variable
EGP Employee Green Performance
EE Employee Empowerment
IV Independent Variable
POS Perceived Organizational Support
SL Sustainable Leadership
xiii
Chapter 1
Introduction
1.1 Background of the Study
The Sustainable Development Goals (SDGs) were unveiled by the UN in 2015

in an effort to address the growing socioeconomic and environmental issues fac-
ing the world and provide more sustainable paths for coming generations (Sharifi
et al., 2024). The Sustainable Development Goals (SDGs), serve as humanity’s
collective compass—a universal call to action. We need sustainable leadership
now more than ever in a time of extreme environmental problems, social inequal-
ity, and economic turmoil. The Sustainable Development Goals (SDGs), which
were established by the United Nations in 2015, provide a comprehensive frame-
work for addressing these global issues. Modern infrastructure, which includes
housing, healthcare, good roads, education, communication, and related services,
needs to be developed quickly because to the growing human population (Mishra
et al., 2024). Leaders may bring about significant positive change and guarantee
that companies and organizations contribute significantly to global sustainabil-
ity initiatives by coordinating their organizational objectives with the Sustainable
Development Goals (SDGs).
Sustainable leadership, an increasingly crucial concept in recent decades, rep-

resents an essential strategy for directing organizations and promoting positive
transformation. This approach has emerged in response to growing worries about
environmental damage, social inequity, and economic downturns. In the face of
1
Introduction 2
complex global challenges, sustainable leadership offers a pathway to enduring suc-

cess while ensuring the quality of life and welfare to human being of current and
forthcoming generations. Sustainable leadership is defined as development that
satisfies the demand of today’s generation unless they are affecting the ability of
tomorrow’s people to satisfy their own needs (Waddock, 2019).
Sustainable leadership builds upon traditional leadership theories but emphasizes

a broader set of values and goals, including environmental stewardship, social re-
sponsibility, and decision-making that can be useful for organization. Leadership
is instrumental that can spearheading and inspired sustainable integration prac-
tices within organizations. Leaders play important and central role in fostering
environment that champion’s common ethics, morals values that shapes the moral
conduct of personnel’s and it helps making organization strong and also boost the
connection’s with its stakeholders (Armani et al., 2020).
Sustainable leadership that deeply ingrained throughout the entire organization,

constituting a self-perpetuating system through pertinent practices. This facili-
tates helps in maintaining equilibrium across various dimensions throughout their
entire life cycle that is in economical, social, and environmental way, thereby facil-
itating long-term goals to development to sustainability in an organizations (Liao,
2022). It encourages leaders to take into account the long-term roles of their
own decisions on people, planet, and profit and to adopt strategies that promote
sustainability across all dimensions of organizational operations. As organiza-
tions increasingly recognize the importance of sustainability in today’s complex
and interconnected world, sustainable leadership has become a key focus area for
research, practice, and education in the fields of leadership and management.
A conscientious approach to leadership that evaluates the overall impact of an

organization’s actions is necessary for sustainable leadership. These leaders go
beyond short-term gains and recognize their role in a larger context. Sustainable
leadership involves directing and motivating individuals toward enduring success
while giving precedence to environmental conservation, social accountability, and
economic sustainability (Wong, 2014). When implementing sustainability it brings
together the consideration to various factors in making organization decisions and
strategy. Sustainable leadership balances the triple goals of economy, society, and
Introduction 3
environment. They intend to establish long-term goals for all stakeholders that are
part of organization, including internal workers, external partners, and of course
the most important one that is planet (Liao, 2022). It focuses on extended period
of sustainability, innovation, and role of stakeholders while tackling concerns like
climate, inequality, and resource depletion (Quick et al., 2022).
Sustainable leadership entails a dedication to nurturing the enduring prosperity

of an organization by taking care of the nature, being responsible and make sure
money matters are balanced in both decision-making procedures and organiza-
tional operations (Yang & Lu, 2021). Various variables are studied within the
realm of sustainable leadership to understand its impact and effectiveness.
Sustainable leadership encompasses an emphasis on promoting environmental sus-

tainability and reducing ecological footprints through proactive measures (Gardner
et al., 2011). Sustainable leaders prioritize social responsibility by advocating for
ethical conduct, fostering diversity, and actively engaging with the community
(Afsar et al., 2016).
Sustainable leaders works together with different group of like workers, customers,
and nearby neighborhoods to solve environmental problems (Groves et al., 2019).
Research has shown that the proficient involvement of stakeholders improves orga-
nizational resilience and credibility within the sustainability framework (Elking-
ton & Binsardi, 2019). Sustainable leadership entails a forward-looking approach
(Khan et al., 2020). Some studies highlighted that leaders who adopt a long-
term perspective play a very important role in shaping organizational cultures
and strategies (Schaltegger and Wagner, 2011).
Sustainable leadership goes beyond traditional profit-driven approaches. It em-

phasizes a broader perspective, ethical behavior, and a commitment to creating
positive impacts for people, the planet, and prosperity. Sustainable leadership is a
crucial aspect of organizational success, especially in today’s global context where
environmental and social challenges demand responsible leadership. By integrat-
ing sustainability principles, some managers can make a positive change to the
organization and contribute to a better world. In the end, sustainable leadership
is about leaving a legacy that helps people and the environment, not merely about
wise resource management.
Introduction 4
1.2 Gap Analysis
Amid rising environmental concerns, organizations are becoming increasingly aware

of the critical role that sustainable leadership plays in driving eco-friendly prac-
tices. The environmental impact of health care organizations is substantial. Clin-
ics, hospitals, and other healthcare institutions require resources like chemicals
and water, generate trash, and consume electricity.
Researchers can find areas for improvement by looking at how healthcare pro-
cedures affect the environment. The goal of sustainable leadership is to provide
excellent patient care while reducing adverse effects on the environment. Pro-
grams for sustainability in healthcare settings can result in significant financial
savings. An important role is played by scientific research. It assists in defining
the connections between health impacts (such as pollution and climate change)
and environmental sustainability, as well as in determining the appropriate course
of action and sharing best practices (Berniak-Woźny and Rataj, 2023).
The rise of sustainable leadership is situated within a larger framework encom-

passing changes in societal norms, increased environmental awareness, and shifts
in economic models. Although the current body of literature offers a brief discus-
sion on overall association on sustainable managers and employee green behaviour,
there exists a discernible void in empirical research delving into this relationship
within particular industries or organizational settings. Cultural factors must be
regarded as a crucial aspect in the successful implementation of sustainable leader-
ship. The focal point of success in advancing organizational sustainability should
center on the role and development of both employees and leaders (Purwanto and
Ellitan, 2024).
Despite an increasing volume of literature concerning sustainable leadership, a

significant knowledge gap persists regarding the lasting sustainability outcomes
associated with such leadership practices. While many studies have primarily
concentrated on the immediate implications of sustainable managers on organi-
zational performance and employee conduct. Limited research looks at how sus-
tainable leaders affects the environment, society, and money in long –run. Asad
et al. (2021) given a clue that relationship need to be conducted in health sector.
Introduction 5
More investigation is necessary to explore how sustainable leadership practices fos-

ter employee empowerment and, consequently, how empowered employees impact
sustainable outcomes.
Extant literature has demonstrated a link between sustainable leadership and fa-
vorable outcomes, still there is a scarcity of studies focusing explicitly on the
mechanisms by which sustainable leadership influences employee empowerment
and its consequent impacts on organizational sustainability (Shuya and Zainal,
2022). The underlying mechanism between empowered employee and employee
green behaviour could potentially exist when specific sustainability goals or prac-
tices within the organization are concerned (Hendrawijaya, 2019).
Extant research also suggests that conducting field research solely within one city
and among employees of organized industries limits the scope of the study. A
more comprehensive approach would involve exploring sectors where employee
empowerment holds greater significance and where employees tend to have longer
tenures. This broader investigation would offer deeper factors of leadership along
with organizational support that support employee empowerment (Yildirim and
Naktiyok, 2017).
The explanatory mechanism needs attention, as when employees are empowered

they can feel free to contribute in the organization, feel a sense of there rights
in an organization and can better do their job and have control over it, leading
to increased motivation and engagement. When workers feel empowered, they
can make better decisions and take action, they are better positioned to innovate,
solve problems, and achieve goals effectively (Nawaz et al., 2024). While sus-
tainable leadership is theorized to positively impact employee green performance,
the extent of this relationship may vary by different level of perceived organiza-
tional support. Extant research emphasized on investigating how POS moderates
the connection among sustainable leaders and employee green behavior (Hameed
et al., 2020). This suggests a need for further research to explore the applicability
of the study’s conclusions to a wider range of industries and organizational settings
in Pakistan. Researchers can explore the dynamics among variables that is sus-
tainable leadership, perceived organizational support, and employee green perfor-
mance, ultimately emphasizing the development of effective leadership strategies
Introduction 6
and sustainability initiatives in organizations.
1.3 Problem Statement
The health sector, a critical component of societal well-being, faces growing pres-
sure to adopt sustainable practices due to environmental concerns and regula-
tory demands. Sustainable leadership, which integrates environmental demands
with organizational management, has emerged as a crucial driver for fostering
eco-friendly practices within organizations. However, the impact of sustainable
leadership on employee green performance remains under explored, particularly
within the health sector. While sustainable leadership is assumed to enhance
employee green performance, the mechanisms through which this occurs are not
well understood. Employee empowerment, the process of enabling employees to
take initiative and make decisions, is suggested as a potential mediator in this
relationship.
Empowered employees are more likely to engage in proactive environmental be-

haviors when they feel they have the authority and resources to do so. However,
the effectiveness of employee empowerment in translating sustainable leadership
into improved green performance may vary depending on the level of perceived
organizational support (POS). Perceived organizational support refers to employ-
ees’ perception of the extent to which their organization values their contributions
and cares about their well-being.
High levels of POS may enhance the impact of employee empowerment by ensuring
that employees feel supported in their environmental initiatives, thus reinforcing
their green performance. Conversely, low levels of POS may undermine the positive
effects of employee empowerment, as employees might feel isolated in their efforts
to implement sustainable practices.
Therefore, the interplay between sustainable leadership, employee empowerment,

and perceived organizational support warrants a detailed investigation to under-
stand how these factors collectively influence employee green performance in the
health sector. This study aims to fill this gap by examining the mediating role
of employee empowerment and the moderating role of perceived organizational
Introduction 7
support in the relationship between sustainable leadership and employee green

performance in health sector organizations.
Despite the focus on sustainable leadership, the direct impact on employee green
performance, as well as the mediating role of empowerment and moderating effect
of perceived organizational support, remains insufficiently explored.
1.4 Research Questions
The goal of this research is to find answers to these questions. This study aims to
explore the following questions:
Research Question 01:
Does sustainable leadership positively affect employee green performance?
How does Sustainable Leadership effects Employee Empowerment?
Does employee empowerment effect employee green performance?
How does employee empowerment influence the association among sustainable

leadership and employee green performance?
Does perceived organizational support moderates the relationship between sus-

tainable leadership and employee green performance?
1.5 Research Objectives
The specific objectives of this study is as follows:
1- To find out how sustainable leadership affects employee green performance.
2- To investigate how sustainable leaders empower employees.

Introduction 8
3- To investigate how empowering employees leads to better eco-friendly perfor-

mance.
4- To investigate how employee empowerment mediates the relationship between

sustainable leadership and employee green performance.
5- To examine out how perceived organizational support moderates the connection

between sustainable leadership and employee green performance.
1.6 Significance of the Study
Studying how sustainable leadership affects employees perform in eco-friendly

ways, especially when we look at how empowering employees and support from
the organization play a role, is important. It can help us understand more about
sustainable leadership and how organizations can be more eco-friendly. This study
adopts a comprehensive perspective to sustainability by examining the interplay
between sustainable leadership, employee empowerment, perceived organizational
support, and employee green performance. By investigating these complex re-
lationships, the study contributes to a more detailed insight of how leadership
practices, employee empowerment, and organizational support systems collectively
influence sustainability outcomes within organizations. Sustainable leadership is
increasingly acknowledge as a critical driver inside the sustainable organization.
This study is crucial as it reveals how sustainable leadership, coupled with em-
ployee empowerment and perceived organizational support, can boost employee
green performance and advance organizational sustainability. Examining the role
of sustainability on employee green performance, this study give a knowledgeable
insight on effectiveness of sustainable leadership practices in promoting environ-
mentally responsible behavior among employees.
The findings can inform leadership development initiatives and organizational

strategies aimed at fostering a culture of sustainability. This study looks at how
things like empowering employees and the support from the organization affect the
way sustainable leadership influences how well employees perform in eco-friendly
ways. Understanding these connections can help leaders figure out how to make
their organizations more sustainable. Sustainable leadership practices can play a
Introduction 9
pivotal role in driving organizational efforts to address these difficulties by pro-

moting environmentally responsible behavior among employees because Pakistan
goes through challenges, pollution, water scarcity, deforestation, and air pollution
are main challenges that country face. In Pakistan, they are committed to gain the
United Nations Sustainable Development Goals (SDGs), including goals related
to environmental sustainability. Studying the impact of sustainable leadership on
employee green performance can contribute to progress towards these goals.
1.7 Supporting Theory
Social Exchange Theory (SET) is a theoretical framework that examines inter-

personal interactions and the rewards and costs linked with these relationships.
Although it’s labeled as a single theory, it’s more accurately conceptualized as
a group of related theoretical models. In every interpretation of social exchange
theory, social interactions are seen as a series of exchanges between two or more
individuals. Resources are traded through reciprocity, where one party typically re-
sponds to the actions, whether positive or negative, of the other party(Cropanzano
et al., 2017).
In accordance with SET, sustainable leadership practices create a reciprocal in-

teraction between leaders and employees. Leaders who exhibit sustainable leader-
ship behaviors, such as promoting environmental sustainability and empowering
employees, establish a social exchange dynamic where employees feel valued and
motivated to reciprocate by participating in green actions that benefit the orga-
nization and the environment. As stated on social exchange theory, empowered
employees are more prone to reciprocate by investing effort and energy into achiev-
ing organizational goals. Mediation role of employee empowerment in relationship
between sustainable leadership and employee green performance, as empowered
workers are more prone to engage in environmentally responsible behaviors as a
form of reciprocity for the trust, autonomy, and decision-making authority granted
to them by sustainable leaders. Perceived organizational support influences the
quality of exchange relationships within organizations. When employees perceived
substantial levels of support from their working area, they are motivated to give
Introduction 10
back by investing in companies goals and contributing positively to performance

outcomes. In the context of leaders that apply sustainability and green perfor-
mance by employee, moderation occurs through perceived organizational support
between sustainable leadership and employee green performance. This theoret-
ical framework highlights the importance of reciprocal relationships, confidence,
and support in driving positive environmental outcomes within organizations, and
provides a foundation for understanding the complex interplay between leader-
ship, employee empowerment, and organizational support in promoting sustain-
able green behavior.
Chapter 2
Literature Review
2.1 Relationship between Sustainable Leadership

and Employee Green Performance
Sustainable leadership refers to practices and strategies leaders employ that en-
sure long-term success and resilience for their organizations while considering their
decisions’ social, economic, and environmental impacts. Sustainable leaders focus
on the triple bottom line: prioritizing the well-being of people, minimizing envi-
ronmental impact, and ensuring financial viability. They maintain a long-term
perspective, make decisions that benefit future generations, and uphold high ethi-
cal standards with a culture of transparency and accountability. The fundamental
tenets of business and its goals, broad collaborative participation, and methodical
thinking are all very important to learning organizations. Organizational learning
is influenced by contextual elements since it is a social activity. Organizational
learning and corporate success are influenced by leadership, shared vision, and
systemic thinking (Iqbal et al., 2020).
By developing sustainability strategies, measuring and reporting performance, en-

gaging and educating employees, and promoting sustainable practices, sustainable
leaders embed sustainability into the organizational culture. Notable examples
include Paul Polman, former CEO of Unilever, who integrated sustainability into
the company’s core strategy; Yvon Chouinard, founder of Patagonia, who empha-
sizes environmental responsibility; and Mary Barra, CEO of General Motors, who
11
Literature Review 12
advocates for electric vehicles and a sustainable future for the automotive industry.
Sustainable leadership propels organizations toward a balanced future, ensuring
economic success while positively impacting society and the environment.
Employee green performance involves the actions and behaviors of employees that
advance environmental sustainability within an organization. This includes a va-
riety of activities and initiatives designed to lower the workplace’s environmental
impact, encourage eco-friendly practices, and support the organization’s overall
sustainability objectives. Practices include Lowering energy consumption by uti-
lizing energy-efficient appliances and equipment, as well as adopting practices
like turning off lights and computers when not in use, which can significantly re-
duce an organization’s environmental impact. Reducing waste generation through
recycling and reusing materials, along with promoting digital documentation to
minimize paper usage, further supports sustainability goals. Efficient use of re-
sources such as water, paper, and office supplies, combined with the selection of
eco-friendly and sustainable products, contributes to creating a more eco-friendly
workplace.
Green Performance Appraisal evaluates employees based on their actions, behav-

iors, and accomplishments concerning environmental sustainability within a speci-
fied timeframe. This method assesses the effectiveness of employees’ contributions
to initiatives aimed at promoting energy conservation, reducing waste, and advo-
cating eco-friendly practices. It measures how well employees incorporate sustain-
ability into their daily roles and duties, intending to acknowledge and incentiviz-
ing efforts that support the organization’s environmental objectives (Ardiza et al.,
2021).
Fatoki (2021) explores that Business organizations require sustainable leaders due
to the increasingly intricate global challenges, such as climate change, social dis-
ruptions, and the strain on natural and food resources, which exceed the capabili-
ties of political institutions alone. These leaders play a crucial role in harmonizing
short-term and long-term priorities and generating value for a wide range of stake-
holders.
The cornerstone of 21st-century progressive organizations, sustainable leadership

embodies a multifaceted strategy for leading groups and organizations toward
long-term success and moral performance. Sustainable leadership is defined as

“self-aware, empathetic, and capable of building strong relationships, all of which
contribute to the sustained success of an organization”. This can be achieved
when companies fully embrace the opportunities that sustainability offers for cor-
porate growth and transform their business structures accordingly (Tideman et al.,
2013). In defining the concept Avery and Bergsteiner (2011) state that “Sustain-
able leadership necessitates adopting a forward-thinking approach when making
decisions, promoting systematic innovation to enhance customer value, cultivating
a proficient, devoted, and deeply engaged workforce, and delivering high-quality
products, services, and solutions.”.
Sustainable leaders lead by example, demonstrating their commitment to envi-

ronmental sustainability through their behaviors and decisions. When employees
see their leaders actively engaging in environmentally friendly practices, includ-
ing waste reduction, energy conservation, and advocacy for eco-friendly initiatives
they are more likely to follow suit. Considered a valuable asset, sustainable lead-
ership presents organizations with prospects for ongoing enhancement, avenues
for innovation, and the attainment of sustainable competitive edges (Purwanto
and Ellitan, 2024). Sustainable leadership is dedicated to inspiring sustainability
across individual, organizational, social, and ecological dimensions, encompassing
present and future generations. It offers strategic insights for decision-making in
organizational sustainability, representing a novel approach to addressing sustain-
ability hurdles. Leaders are needed entities such as governments, policymakers,
and organizations can formulate strategies, enact laws, and devise plans to en-
courage sustainable behavior at both societal and organizational levels while also
igniting the economy (Metcalf and Benn, 2013). Organizations can gain a com-
petitive advantage through sustainable leadership. Sustainable leadership brings
opportunities for innovation, continuous improvement, sustained competitive ad-
vantage, and long term success to organizations (McCann and Holt, 2010).
Sustainable leadership cultivates an environment vision by driving cultural changes

and encouraging collaboration with various stakeholders to combat climate change.
It is considered the pinnacle of green initiative and ecological performance at the
organizational level (Al-Zawahreh et al., 2019). Sustainable Leadership enhances
organizational performance by reducing costs and boosting revenue potential. Sus-

tainable leaders adopt a proactive approach, continuously scanning the environ-
ment to monitor external market changes (Gerard et al., 2017) and develop long-
term relationships with internal and external stakeholders. The conceptualization
of the 10 pillars of sustainable leadership highlights the capacity for organizations
to gain competitive advantage and drive ongoing improvement characterized by an
emphasis on change, systems thinking, and social and environmental responsibility
consciousness, business acumen, adaptability, patience, applied critical thinking,
persuasive abilities, enthusiasm, and commitment to mentoring and development
(Purwanto and Ellitan, 2024).
Sustainable leaders prioritize sustainability as a core value of the organization. An

organization that has core values will follow pyramids of sustainable leadership to
better run the organization in a better manner. An organization might assess
its current practices using the Sustainable Leadership Pyramid framework, which
demonstrates a system where the components have varying levels of mutual in-
fluence. For instance, trust, a higher-level behavior, should increase when certain
other activities are present and be at risk when they are absent. Methods that
enhance trust include fostering friendly labor relations, promoting employee devel-
opment, enabling empowered decision-making, ensuring long-term employee reten-
tion, and providing human care. Additionally, trust is strengthened by adopting a
stakeholder approach, maintaining ethical standards, having a long-term perspec-
tive, committing to environmental and social responsibility, and pursuing a shared
goal (Avery & Bergsteiner, 2011).
They work to embed sustainability into the organizational culture by promoting

green practices, integrating sustainability into strategic goals and decision-making
processes, and fostering open communication about environmental issues. This
sustainability culture can motivate employees to enhance environmentally friendly
behavior both in the workplace and in their personal lives. Sustainable leadership
emphasizes long-term sustainability and the well-being of an organization, its em-
ployees, stakeholders, and the environment. Sustainable leadership is a leadership
style that prioritizes long-term success while balancing economic, environmental,
and social responsibilities. Sustainable leaders go beyond immediate interests and
short-term objectives, prioritizing future opportunities within a broader context.

As a result, their leadership methods typically promote organizational sustainabil-
ity, encompassing social sustainability as well (Lewandowska et al., 2023).
Organizations can effectively transition from sustainable leadership to enhancing

employee green performance, creating a culture of environmental responsibility
and driving positive impact both internally and externally. Employee green per-
formance refers to the measurement and assessment of how employees within an
organization engage in environmentally sustainable behaviors or practices. Em-
ployee green performance is ecofriendly or environmentally responsible perfor-
mance, refers to an employee’s behavior and actions within the workplace that
contribute to the organization’s sustainability and environmental goals. Imple-
menting an environmental training program is crucial for fostering eco-friendly
behavior in the workplace (Pham et al., 2020). This dependent variable we are
taking is employee in-role performance which leads to green performance. Green
engagement practices promote employee participation in corporate sustainability
initiatives (Patwary et al., 2023).
It is a metric used to assess how much employees contribute to workplace envi-

ronmental sustainability efforts. This involves creating an inclusive environment
where employees can openly address significant environmental issues and collabo-
ratively explore innovative solutions to tackle these challenges (Zhang et al., 2019).
There is the potential for employees to show enthusiasm in formulating and im-
plementing environmental strategies, thereby enhancing their comprehension and
capabilities in dealing with environmental issues (Patwary et al., 2023).
Consider a workforce that actively engages in ecofriendly behaviors, reduces envi-

ronmental impacts, and contributes to the environmental goals of an organization.
It helps in cost saving, reducing the environmental effect, employee engagement
and innovation, and problem-solving. The empowerment of green employees is
all activities involved in the development, implementation, and continuous system
maintenance aimed at making the employees of an organization go green (Amrutha
and Geetha, 2024).
Employee green performance may be viewed as a set of environmental actions

specified and required by the organization and outlined in the job description
(Janssen & Yperen, 2004). For example, many companies ask their employees
to behave “green”, which may translate into jobs that prohibit employees from
pouring toxic waste into the water systems or where employees have to manage
hazardous material by organizational policies as well as government regulations
(Dumont et al., 2017). So when leaders prioritize sustainability and demonstrate
environmentally responsible behaviors, it sets a powerful example for employees
to follow.
Employees are more likely to engage in green practices when they see their lead-
ers actively participating in sustainability initiatives. Sustainable leaders often
encourage innovation and creativity in finding new ways to reduce environmen-
tal impact. By fostering a culture of innovation, organizations can tap into the
collective creativity of their employees to develop innovative solutions for sustain-
ability challenges. Sustainable leadership creates a supportive environment where
employees are inspired and empowered to engage in green practices, leading to
improved environmental performance and positive outcomes for both the organi-
zation and the planet.
H1: Sustainable leadership has a positive and significant relationship

with Employee green performance.
2.2 Relationship between Sustainable Leadership

and Employee Empowerment
The relationship between sustainable leadership and employee empowerment is

marked by a synergistic interaction. Applied in various fields, the concept of
sustainability covers a wide variety of applications and is based on the principle
that resources or capital should be consumed less than they are produced (Çayak,
2021).
Sustainable leadership emphasizes long-term success, stakeholder well-being, eth-

ical practices, and the cultivation of future leaders. It focuses on guiding organi-
zations in socially responsible, environmentally conscious, and economically sus-
tainable ways. Leadership sustainability is an effective, long-lasting, and broadly
influential leadership model. Characteristics of sustainable leadership behaviors

include reliability, equality, cultural sensitivity, performance orientation, and going
above and beyond personal gain (Asif et al., 2021).
Sustainable leadership focuses on the future health of the organization and its en-
vironment, upholding ethical standards, and fostering a culture of integrity. These
leaders inspire and motivate employees to come up with new ideas and implement
innovative activities that promote continuous development at the organizational
level. Such practices also ensure that employees have a positive attitude toward
innovative initiatives (Iqbal et al., 2021). A strong shared vision, supporting the
creation of ideas, sharing information, long-term relationships, and ethically and
socially responsible behavior are the main characteristics of sustainable leaders.
Three main processes define sustainable leadership: experiential learning, having
a clear personal goal and reflecting on personal assumptions and motivations, as
well as skillfully managing emotional states and prioritizing self-care (Burawat,
2019).
Sustainable Leaders address climate changes and environmental consequences so

sustainable leadership plays a crucial role in alleviating the adverse effects of cli-
mate change on organizations. Primary leadership emphasizes the importance of
social and environmental responsibility, which includes efforts to protect the envi-
ronment by protecting it, thus honoring the heritage of the past and building for
the future. In addition, it emphasizes putting people first and developing people-
centered ways of working, which include valuing people and promoting employee
retention (Boeske, 2023).
The relationship between sustainable leadership and employee empowerment is

closely intertwined, and they often complement each other. Sustainable leadership
plays an important role in empowering employees in an organization. Sustainable
leaders set an example for their teams, inspiring them to embrace a common
vision of sustainability. Sustainable leadership integrates sustainable development
principles into leadership practices. It emphasizes responsible decision-making,
ethical behavior, and environmental stewardship (Liao, 2022).
This will give courage to employees and employees will start practicing green.
Employing positive behaviors, they serve as guides, aligning with the principles
of positive leadership. Additionally, they demonstrate characteristics similar to

responsible leaders by considering the concerns of all stakeholders within the com-
pany and upholding strong ethical values to attain shared objectives, resembling
ethical leaders. Furthermore, they exhibit thoughtfulness akin to reflexive leaders.
They empower employees to actively participate in decision-making processes and
contribute to the organization’s sustainability goals by cultivating an environment
of trust and open communication (Iqbal et al., 2020). Sustainable leaders rec-
ognize that empowering employees aligns with long-term organizational success.
They view empowerment as an essential component of ethical and socially respon-
sible leadership. Rather than focusing solely on immediate profits, sustainable
leaders take into account the long-term implications of their decisions.
They recognize that organizational success is intertwined with social and environ-
mental well-being. Analyzing how individual employees perceive their ability to
perform tasks independently, with motivation, and effectiveness (Harrach et al.,
2020). This empowerment can take many forms, from giving employees the free-
dom to make environmentally friendly choices to encouraging them to share their
innovative ideas for sustainability. Remaining in a sustainable environment can
be challenging. In sustainable development, balancing social, ecological, and en-
vironmental objectives often involves employees expressing varied perspectives to
enhance both individual and organizational performance.
Pursuing sustainability entails taking actions with uncertain future outcomes,

making risk-taking a potential catalyst for sustainable performance (Iqbal et al.,
2020). Sustainable leaders articulate a compelling vision for sustainability, align-
ing it with the organization’s mission and values. By clearly communicating the
significance of employees’ roles in achieving sustainability goals, leaders empower
them to contribute meaningfully to the organization’s purpose. Workers must feel
empowered to perform the necessary green tasks (Paille et al. 2022). It aims to
have a positive impact on society and the environment as well as the organization.
As Mahatma Gandhi once said today, we’ll look at how this principle is embodied
in sustainable leadership and why it is so important in a world that is constantly
changing. Sustainable Leadership encompasses behaviors and practices that gen-
erate enduring values for all stakeholders, including society, the environment, and
future generation (Avery & Bergsteiner, 2011). Every organization’s progress and
present state are dependent upon the qualities of its leaders.
Employee empowerment involves granting them the authority, autonomy, and re-
sponsibilities to make decisions, take actions, and contribute to their work and the
organization’s goal operations. Empowerment fosters creativity and innovation.
Sustainable leaders encourage employees to think critically about environmental
challenges and propose novel solutions.
When employees feel empowered as if it were their own business, they tend to act
more responsibly and perform their duties with greater willingness. Employees
are a very important asset in achieving organizational goals. These employees
associate themselves with the goals of the organization and often spare extra time
to work and feel proud of being part of the organization.
In today’s rapidly evolving business landscape, organizations are recognizing that

traditional top-down hierarchies may not always be the most effective way to
operate. Employee empowerment is perceived as bolstering employees’ sense of
personal authority within organizations, conceptualizing empowerment as the act
of endowing employees with power (Mir & Rainayee, 2015).
Employees who possess competence and self-determination showcase their values,

influencing their level of commitment. Additionally, employee engagement also
impacts the degree of commitment, with insufficient engagement being so crucial
that new recruitment becomes inevitable (Asad et al., 2021).
Employee empowerment increases employees’ satisfaction by providing information

about performance, work, and goals (Idris et al., 2018). Empowered employees
are more likely to engage in sustainable behaviors. When they have the authority
to implement green practices, such as waste reduction, energy conservation, or
ethical sourcing, the organization benefits. Research indicates a significant cor-
relation between employee empowerment and organizational performance, which
consequently influences individual employee performance.
Studies have demonstrated that employees who experience higher levels of empow-
erment exhibit increased motivation, job satisfaction, reduced job stress, greater
involvement, and stronger organizational commitment. Empowered employees feel
backed by their organization, have access to information and resources, and are
provided with opportunities to participate. Those with robust empowerment are
perceived as more effective and demonstrate higher levels of innovation, creativity,
and courage in embracing new initiatives (Hendrawijaya, 2019). Empowerment
encourages collaboration. Sustainable leaders involve employees in sustainability
initiatives, seeking their input and leveraging diverse perspectives. Empowerment
serves as a key mechanism within an organization’s long-term strategy to foster
employee development.
It is achieved through initiatives that provide employees with a clear vision, instill a
sense of ownership in their roles, and cultivate a collaborative environment built on
trust to enhance team cohesion (Choi et al., 2016). Sustainable leaders emphasize
the impact of employees’ work on advancing sustainability goals, highlighting the
meaningfulness of their contributions.
By connecting employees’ daily tasks to larger sustainability objectives, leaders

inspire a sense of purpose and empowerment, motivating employees to make a
positive difference. When employees feel empowered, they take ownership of sus-
tainability goals. Their collective efforts contribute to a more significant impact
on environmental and social outcomes. The impact of sustainable leadership (SL)
on employee empowerment (EE) is profound and multifaceted.
Sustainable leaders, by prioritizing environmental, social, and economic sustain-

ability, create a conducive environment for empowering employees. This empow-
erment manifests through various channels such as increased autonomy, access to
information and resources, and opportunities for participation in decision-making
processes. As a result, employees feel more engaged, motivated, and committed
to organizational goals.
Additionally, sustainable leadership fosters a culture of trust, collaboration, and

innovation, further enhancing employee empowerment and overall organizational
performance. Therefore, investing in sustainable leadership practices not only
benefits the environment and society but also strengthens the empowerment of
employees, leading to sustainable success in the long run.
H2: Sustainable leadership has a positive and significant relationship

with Employee empowerment.
2.3 Effect of Employee Empowerment on Em-

ployee Green Performance
Employee empowerment refers to granting employees the authority, autonomy,

and resources to make decisions and take ownership of their work. This refers to
employees’ actions and behaviors that contribute to environmental sustainability
within the organization. Employee empowerment involves the delegation of au-
thority from management to employees, granting them power and responsibilities
to make decisions regarding their specific organizational roles. It is characterized
as a process aimed at boosting job satisfaction and diminishing employee anxi-
ety. Numerous organizations adopt employee empowerment as a pivotal policy
to augment the competencies and engagement of their workforce, as empowered
employees perceive themselves as proficient in their job roles. By leveraging their
knowledge and skills, empowered employees execute tasks proficiently, thereby
enhancing their capabilities (Ahmad et al., 2017).
Empowered employees are committed to organizational goals. Their commitment

extends to green initiatives, as they perceive their contributions as meaningful and
aligned with the organization’s values (Zaki and Norazman, 2019). Empowered
employees are granted the responsibility to make meaningful choices, contribute
innovative ideas, and take initiative to drive organizational success, thereby en-
hancing their sense of self-efficacy, job satisfaction, and overall performance. Em-
powerment encourages employees to take ownership of their tasks. When it comes
to green performance, empowered employees feel a sense of responsibility for en-
vironmental impact.
Empowered employees proactively seek ways to improve sustainability. They sug-

gest eco-friendly practices, reduce waste, and conserve resources (Hameed et al.,
2020). It involves providing employees with autonomy, and access to informa-
tion, and fostering a culture of participation and ownership. When employees are
empowered in this way, they are more likely to feel a sense of responsibility and
commitment towards organizational goals, including those related to environmen-
tal sustainability. Employee empowerment affects employee green performance in
a way that it positively influences it. Employee in-role Green Performance can
be seen as a collection of environmentally oriented actions that are defined and

mandated by the organization and detailed in the job description (Janssen and
Yperen, 2004). Employee performance refers to the ability of employees to fulfill
their duties and meet organizational goals according to predefined standards set
by the organization.
They are evaluated based on their performance against these standards. Em-
ployee performance is often assessed using a rating system in various organiza-
tions to gauge their capabilities and efficiency. It is recognized that highly skilled
and trained employees significantly contribute to achieving high performance and
productivity, thereby providing the organization with a competitive advantage.
The success of an organization is closely tied to the creativity, loyalty, and train-
ing of its employees. Therefore, achieving better employee performance is crucial
for maintaining a balanced economy as it enhances employees’ living standards
through increased salaries, leading to higher consumption levels.
Consequently, improved employee performance is vital for the overall well-being of

society (Ahmad et al., 2017). The integration of environmental stewardship within
a comprehensive human resource development framework emphasizes the empow-
erment of environmentally conscious employees. This empowerment encompasses
all initiatives focused on nurturing, implementing, and sustainably maintaining
systems to encourage organizational employees to adopt environmentally friendly
practices (ADI et al., 2021).
Employee green performance is an increasingly vital and emerging research area

within the field of organizational behavior (Adeel et al., 2022). Enabling employ-
ees holds significance in fostering productive employee green performance (Ahmad
et al., 2017). Employee empowerment has a significant and positive impact on
green performance. Employee unwavering dedication and loyalty to the company
are often driven by the company’s commitment to its employees and the environ-
ment, its sustainable business practices that prioritize both the environment and
the workforce and its allegiance to environmentally conscious organizations (Stahl
et al., 2020).
Employees with high green performance will take initiatives to help identify envi-
ronmental issues in their daily work and improve the environmental impact of their
teams and organization as a whole. It has been evidenced that organizations with
employees having high green performance can more easily achieve environmen-
tally friendly and low carbon business operations and be more capable of meeting
and managing the public and social responsibilities to minimize environmental
impact, compared to those who have low green performance employees (Tian and
Robertson, 2019).
EGP, or Employee green performance, denotes environmentally beneficial actions

undertaken by employees within an organization, representing a particular man-
ifestation of pro-environmental conduct in workplace environments (Adeel et al.,
2022). The propensity of employees to participate in environmentally friendly
actions might be shaped by their individual preferences and environmental con-
victions. The satisfaction derived from employment rises when the ethical and
environmental principles of employees align with those of the organization (Adeel
et al., 2022). Employees become more engaged, committed, and motivated in
their roles when they are empowered, especially when it comes to sustainability
and environmentally responsible practices. The concept of a green organizational
culture underscores the necessity for employees at various management tiers to rec-
ognize the significance of environmental sustainability in organizational success.
Consequently, organizations are urged to effectively convey their green initiatives,
practices, and objectives (Ahmad et al., 2017).
They take responsibility for their work and the environmental impact it has, and
they hold themselves accountable for their actions. Hence, nowadays organizations
are increasingly realizing the importance of the green performance of employees
in achieving and sustaining environmentally friendly and low-carbon business op-
erations.
With the growing number of business organizations seeking solutions that deliver
commercial and environmental gains at the same time, effective leadership and
the need to incorporate employee green performance are considered popular and
demanding issues in both the academic and practical arenas nowadays. Employee
empowerment frequently nurtures a culture of creativity and innovation, motivat-
ing employees to seek out new and more efficient ways to improve green perfor-
mance. Employee empowerment is a critical factor in achieving an organization’s
environmental goals (Kitazawa et al., 2000). Employees must feel empowered

and given opportunities to provide solutions and make decisions that benefit the
environment (Zibarras et al., 2015). Employee empowerment, according to the au-
thor, the delegation of authority and responsibility from a higher to a lower level
(Baird et al. 2010). Employee empowerment positively influences employee green
performance. When employees feel empowered, they become active agents of sus-
tainability, contributing to a greener and more responsible organization. Employee
empowerment and green performance are closely linked. Empowered employees
drive positive environmental outcomes, and sustainable organizations recognize
the value of fostering empowerment.
H3: Employee empowerment has a positive and significant effect on

Employee green Performance.
2.4 Mediating Role of Employee Empowerment

between Sustainable Leadership and Empl-
oyee Green Performance
In response to today’s competitive landscape, businesses are increasingly prioritiz-

ing innovation and emphasizing improved customer orientation. A strategy often
employed to enhance organizational effectiveness is the practice of empowering
employees. The concept of employee empowerment can be described as the degree
to which individuals within the workforce are self-motivated to make independent
decisions (Haas, 2010).
In public and private sectors alike, the implementation of employee empowerment

initiatives aims to enhance efficiency, service quality, and profitability, and miti-
gate issues such as employee turnover and absenteeism. Research indicates that
empowering employees yields favorable outcomes for firm performance, effective-
ness, service quality, innovation, and employee satisfaction. Assert that employee
empowerment practices foster a dedication to service quality, particularly within
the private sector. Empowerment entails the autonomy to make decisions within a
specific operational domain without the necessity of seeking approval from others
(Andika & Darmanto, 2020). Employee empowerment is a management and lead-

ership approach that entails providing employees with the authority, autonomy,
and responsibility they require, as well as the tools and resources they require to
make decisions and implement actions that affect their work and the success of
the organization.
Employees acquire new knowledge and skills, offering opportunities for alternative
perspectives, reflecting on what is observed, and honing these abilities. (Pratama
et al., 2010). It is a fundamental concept in modern organizational management
that is based on the belief that engaged, motivated, and trusted employees are
more productive, creative, and dedicated to the organization’s goals. Empower-
ment is a crucial aspect of employee engagement, as emphasized by (Pratiwi et
al., 2012). Employee empowerment involves assigning additional responsibilities
to employees, which, in turn, fosters a greater sense of accountability and respon-
sibility in their positions.
This concept is closely tied to the idea of motivating and inspiring employees
to take on more significant roles and challenges within the organization. In the
contemporary world, organizational workspaces are characterized by greater flex-
ibility, fostering a sense of unity and camaraderie among employees. Employee
empowerment leads to a scenario where employees assume full responsibility for
their actions. This compels leaders to adapt by relinquishing control, while em-
ployees are compelled to learn how to take ownership of their work and make
sound decisions (Fitriah & Sudibya, 2015).
This environment encourages employees to exhibit greater attention to detail in

their tasks, thereby nurturing a robust correlation between the workforce and the
organization. Sustainable leaders promote open communication and encourage
employee participation in decision-making processes related to environmental sus-
tainability. Consequently, this positive dynamic influences how employees perceive
the support provided by the organization. Empowerment which has the potential
to change the distribution of power within an organization, is a concept with both
positive and negative implications (Choi et al., 2016). Empowered employees, as
a result, feel more involved in green initiatives and tend to actively engage in
environmentally friendly behaviors.
Empowered employees make determined efforts to seek the necessary informa-

tion about job-related tasks to improve their performance (Yang and Choi, 2009).
There is a perspective that suggests that highly empowered employees tend to
contribute more significantly to the organization’s tasks and activities compared
to their less empowered counterparts (Kirkman & Rosen, 1999). Empowered em-
ployees can help organizations move forward in this challenging world of green
performance. Organizations can also improve the quality of Human resources by
empowering employees in their jobs. Empowering the employees can develop and
optimize their skills to ensure that their work is diverse, creative, and innovative,
while also enhancing their abilities and experience. This improvement leads to
enhanced employees performance, maximizing their potential (Tampi et al, 2022).
The role of employee empowerment is pivotal in connecting sustainable leadership
with the attainment of employee green performance. Structural empowerment pos-
itively relates to psychological empowerment. Sustainable organizations recognize
its importance and create an environment that nurtures empowerment (Marin-
Garcia and Bonavia, 2021).
By nurturing an environment characterized by trust, accountability, and auton-

omy, organizations empower their workforce to actively engage in environmentally
sustainable practices. This alignment with the principles of long-term success and
ethical performance promoted by sustainable leadership forms an intricate bond,
leading the way toward a more environmentally conscious and sustainable future.
Organizations should prioritize green HRM practices that empower employees, fos-
tering an environment conducive to green innovation and cultivating a supportive
organizational culture. Employee empowerment serves as a pivotal intermediary
factor linking sustainable leadership practices to employee green performance. Or-
ganizations acknowledging this correlation can establish a more sustainable and
environmentally conscious workplace (Shahzad et al., 2023).
Employee empowerment serves as a mechanism through which sustainable lead-

ership influences employee green performance. By empowering employees to take
ownership, fostering collaboration, and providing resources and support, sustain-
able leaders create an organizational culture that values and prioritizes environ-
mental sustainability, ultimately leading to enhanced employee green performance.
Sustainable leadership, employee empowerment, and green performance are inter-

connected. Organizations that prioritize these aspects create a positive impact on
both their employees and the environment. Empowerment begins with effective
leadership. Leaders who actively empower their employees cultivate a positive
workplace atmosphere. By demonstrating trust in their team members, delegat-
ing authority, and involving them in decision-making processes, leaders convey a
sense of value and motivation among employees. Employee empowerment serves
as a formidable catalyst for organizational success. When leaders prioritize em-
powerment, employees flourish, actively contribute to favorable results, and foster
a collaborative work culture. In conclusion, the relationship between sustainable
leadership and employee green performance is significantly mediated by employee
empowerment. Recognizing and fostering this connection can enable organizations
to cultivate a more sustainable and environmentally responsible workplace. By
empowering employees and implementing sustainable leadership practices, organi-
zations can drive positive outcomes for both their employees and the environment,
ultimately contributing to long-term success and societal well-being. Employees
who are empowered have the freedom to decide for themselves within the confines
of their positions without constant supervision. Their sense of ownership over
their duties is fostered by this autonomy, which also promotes accountability. The
idea of employee empowerment places a strong emphasis on a worker’s capacity
to use corporate resources wisely to complete tasks.
An organization’s human resources department should prioritize strategic hiring

and employee empowerment to achieve customer happiness (Arhin and Cobblah,
2024). Employees should be given decision-making authority according to their
qualifications, experience, and degree of responsibility. Motivate them to accept
responsibility for their choices and grow from both achievements and setbacks.
To accomplish environmental goals, Employee Engagement (GEE) comprises eco-

awareness, resource sharing, supervisor support, employee participation, acknowl-
edgment, and organizational culture support. But it’s directly related to staff
involvement, which entails building communication channels for spreading green
culture, guaranteeing employee participation, creating a learning environment for
eco-awareness, and being clear about the green vision (Amrutha and Geetha,
2024). For employees to be properly empowered, organizations must offer support

and direction. This includes acknowledging their efforts and accomplishments,
providing clear communication, mentoring, and coaching. Workers take initia-
tive without being asked to and contribute to the organization’s goals without
being overly monitored. Within the confines of the organizational structure, em-
powerment entails sharing knowledge, resources, incentives, and responsibilities as
well as power between managers and subordinates (Sardana et al., 2024). Moti-
vated by gratitude and confidence from their company, empowered workers show
increased interest in their work. This drive keeps them committed to achieving
organizational goals. Empowerment through decentralized decision-making guar-
antees that decisions are taken where they are most appropriate, allowing for quick
reactions to opportunities and challenges alike and encouraging creativity.
H4: Employee empowerment mediates the relationship between Sus-

tainable leadership and Employee Green Performance.
2.5 Moderating Role of Perceived Organizational

Support between Sustainable Leadership and
Employee Green Performance
Perceived organizational support is defined as “The belief or perception of em-

ployees that the organization values their contribution, cares about their wellbeing
and is committed to success can be perceived as a manifestation of organizational
support often referred to as POS”. Perceived organizational support (POS) is a
critical concept in organizational psychology and management. It refers to employ-
ees’ general perception of how much their organization values their contributions,
cares about their well-being, and supports their overall work experience.
Organizations that place a high priority on perceived organizational support tend

to attract and retain top talent in today’s competitive job market, enjoy higher
levels of employee engagement, and frequently achieve better performance and
productivity. As per to organizational support theory, employees develop overall
impressions regarding the extent to which their organization supplies sufficient
resources and values them as individuals. This encompasses the likelihood that the
organization will recognize its performance and offer assistance during challenging
circumstances (Cullen et al., 2014).
Imagine working for a company where you feel appreciated, valued, and encour-
aged in your career and personal development. This is a great example of perceived
organizational support, which can have a significant impact on employee health
and security as well as organizational success. POS results in behaviors outlined
within employees’ designated job duties and even more significantly in actions that
surpass standard expectations and enhance the organization’s well-being (Eisen-
berger et al ., 2020). Employees perceive support when they are treated fairly in
terms of rewards, promotions, and decision-making processes. Supportive leaders
who listen, provide feedback and show empathy contribute to higher POS. Policies
related to training, development, and work-life balance impact POS. Perceived Or-
ganizational Support (POS) refers to employees’ beliefs or perceptions regarding
the extent to which their organization values their contributions and prioritizes
their well-being.
It reflects how much employees feel supported and respected by their company.
Workers who perceive strong organizational support tends to exhibit increased
job satisfaction, commitment, and overall sense of wellbeing. According to Eisen-
berger perceived organizational support (POS) refers to employees’ perceptions
that the organization values their contributions and cares about their well-being
(Eisenberger et al., 2020).
Perceived organizational support will help motivate the employees to perform bet-
ter for the organization and help them empower the employees to perform green
in society. POS, or perceived organizational support, involves the act of acknowl-
edging, incentivizing, expressing gratitude, and motivating employees who exhibit
creativity (Zhou & George, 2001). It also entails the encouragement of their cre-
ative abilities to generate fresh and innovative ideas (Eisenberger et al., 2020).
Employees who are provided with valuable resources, such as salary increases and
opportunities for professional development, tend to enhance their perceived or-
ganizational support (POS). In line with the reciprocity norm, as proposed by
Gouldner in 1960, they often feel a sense of duty to reciprocate this support by
actively contributing to help the organization achieve its goals (Gouldner, 1960).
Workers are more likely to feel empowered when they perceive strong organiza-
tional support. They believe their contributions and decisions are valued, which
motivates them to assume responsibility of their work and actively contribute to
the organization’s goals, including environmental initiatives. Employees develop
overall impressions regarding the adequacy of resources provided by their organi-
zation, as well as how valued they feel as individuals.
This includes assessing the likelihood of the organization rewarding their perfor-
mance and providing support during challenging circumstances. Positive outcomes
for the organization and its employees will result from the employees developing
a favorable perception of the support they receive from it. Employees’ socioe-
motional needs are satisfied and they are more likely to report positive job atti-
tudes, including job satisfaction, when they perceive strong organizational support
(Cullen et al., 2014). Employee motivation and commitment to their jobs can be
boosted by high levels of POS. Workers are more likely to be driven to succeed and
align their efforts with the organization’s sustainability objectives when they feel
supported and appreciated. Perceived organizational support creates an enabling
environment that strengthens the relationship between employee empowerment
and employee green performance. When workers feel valued, empowered, and
supported, they are more likely to engage actively in environmentally sustainable
practices, contribute to green performance objectives, and work towards achieving
the organization’s sustainability goals.
POS, or perceived organizational support, encompasses the generalized beliefs and

employees’ perceptions of the organization’s recognition of their contributions and
care for their well-being. Given that POS reflects generalized beliefs, a more
nuanced construct is necessary to encapsulate socio-political backing for sustain-
ability initiatives (Kharas et al., 2014). Perceived organizational support (POS)
modifies the connection between environmental green practices (EGP) by influenc-
ing how employees perceive the organization’s dedications to sustainability efforts.
When employees perceive strong organizational support for sustainability efforts,
they are more likely to interpret sustainable leadership behaviors positively and
consequently engage in environmentally green practices. In contrast, if employees
perceive weak organizational support for sustainability, the impact of sustainable

leadership on promoting environmentally green practices may be diminished.
Therefore, POS acts as a contextual factor that enhances or attenuates the rela-
tionship between SL and EGP based on employees’ perceptions of organizational
support for sustainability. Fostering a culture of trust, loyalty, and commitment
among employees is one of POS’s goals. Additionally, it aims to develop a positive
work environment that boosts employee retention, job satisfaction, and overall
organizational performance. Forming a favorable impression of the support em-
ployees receive from their organization yields positive outcomes for both parties
involved (Cullen et al., 2014). Perceived organizational support (POS) serves
as a crucial factor in moderating the relationship between sustainable leadership
(SL) and environmental green practices (EGP) within an organization. When the
worker obtained extensive support from their organization for sustainability ini-
tiatives, it enhances their trust and confidence in the leadership’s commitment to
environmental goals.
This positive perception of support creates a conducive environment where sus-

tainable leadership behaviors are more likely to be recognized, respected, and
emulated by employees. POS results in behaviors outlined in employees’ desig-
nated job duties and even extends to activities surpassing standard expectations,
thereby contributing to the organization’s well-being (Eisenberger et al., 2020).
Employee impressions of the organization’s willingness to help when needed and
how much it supports them are referred to as perceived organizational support,
or POS (Utomo et al., 2023). Is a key idea in HRM and organizational behav-
ior that deals with workers’ perceptions of how much the company values their
contributions and concerns about their welfare.
High POS levels are associated with a host of advantageous results for the com-
pany and its workforce. Perceived organizational support is the extent to which
employees believe the company values their contributions and cares about their
concerns. Employee perceptions of organizational policies, practices, and proce-
dures about the evaluation of their welfare and contributions make up perceived
organizational support (Sumardjo and Supriadi, 2023). A major factor in POS
is the perception of fairness in procedures like workload distribution, promotions,
and performance reviews. When workers feel they are receiving fair treatment,
they are more likely to feel supported. Workers who experience a high level of
support from the company are more likely to form an emotional bond with it and
be inspired to increase their efforts in support of the firm’s objectives. Organi-
zational assistance is especially crucial for employees to overcome obstacles and
dangers during a crisis (Suthatorn and Charoensukmongkol, 2023).
POS gives workers a feeling of safety and community while supporting them emo-
tionally through trying times. Employee confidence and resilience can increase
when they know that their employer prioritizes their well-being, allowing them to
confront dangers with more assurance. High POS is frequently associated with
leadership communicating openly and honestly at times of crisis. Employees can
be better equipped to respond when there is clear information regarding the na-
ture of threats, potential effects, and the organization’s mitigation methods. POS
affects psychological well-being and attends to socio-emotional needs.
POS is strengthened when a company recognizes the contributions made by its em-
ployees and attends to their needs. But companies also need to invest in employee
empowerment so that workers can feel more supported, grow professionally, and
express their creativity. POS means recognizing, rewarding, valuing, and develop-
ing staff members who demonstrate innovation (Aldabbas et al., 2023). Workers
who experience strong organizational support are more likely to go above and be-
yond the call of duty to support their coworkers and the organization as a whole.
Encouraging environments reduce stress and prevent burnout, which improves
workers’ general well-being and output. This study underscores the crucial role
of perceived organizational support (POS) in amplifying the connection between
sustainable leadership and employee green performance. Sustainable leadership,
defined by its emphasis on long-term environmental responsibility and ethical con-
duct, has a positive impact on employees’ green performance. However, this impact
is notably enhanced when employees perceive robust organizational support. The
results indicate that organizations striving to improve green performance should
not only implement sustainable leadership practices but also cultivate a supportive
work environment. POS serves as a vital enabler, motivating employees to align
their behaviors with the organization’s sustainability objectives.
H5: Perceived organizational support moderates the relationship be-

tween Sustainable leadership and employee green performance in such
a way that this relationship will be stronger when perceived organiza-
tional support is high.
2.6 Model Diagram
Figure 2.1: Research Model
Table 2.1: Research Hypothesis
Hypothesis
Sustainable leadership has a positive and significant relationship with
H1
employee green performance.
Sustainable leadership has a positive and significant relationship with

H2
employee empowerment.
Employee empowerment has a positive and significant effect on

H3
employee green performance.
Employee empowerment mediates the relationship between sustainable

H4
leadership and employee green performance.
Perceived organizational support moderates the relationship between

sustainable leadership and employee green performance in such a way
H5
that this relationship will be stronger when perceived organizational
support is high.
Chapter 3
Research Methodology
This section explores the various research methodologies utilized in the current
study. The methodology employed is grounded in robust theoretical frameworks
that underlie the variables being analyzed. The methodology includes the re-
search design, population, sample, instrumentation, data analysis procedures, and
statistical tools employed for analysis. The methodology for this investigation is
based on the strong theoretical underpinnings of the variables being studied. This
chapter also addresses important subjects including demographics, the methodical
approach to gathering data, and the range of instruments employed to ensure the
validity and dependability of our research.
3.1 Research Design
The research design reveals detailed information about operationalization, how

population has been targeted and sample identified for the study. Additionally,
which measures used, which data analysis procedures and statistical tools em-
ployed for analysis.
3.1.1 Research Philosophy
Philosophy is the concept concerned with the collection of principles that define the
perspective or standpoint from which research is undertaken. In academic studies,
34
Research Methodology 35
philosophical stances are frequently categorized as either adhering to positivism or

embracing interpretivism. In this study, the positivism philosophy was followed.
Positivism refers to evidence-based knowledge and rejects speculative metaphysical
claims.
It aligns with empirical science and logical reasoning. Research philosophy is vi-
tal as it shapes how researchers formulate their research inquiries, structure their
methodology, and comprehend their discoveries, focusing on the essence of knowl-
edge and its acquisition and utilization. There are four types of research philoso-
phy positivism, interpretivism, realism, and pragmatism.The positivism approach
was followed to conduct this study because positivism operates on the assumption
that knowledge exists independently of the entity under investigation. Positivism,
as a research philosophy, underscores the importance of empirical evidence and
scientific rigor methodologies in knowledge acquisition.
It contends that only verifiable knowledge obtained through empirical evidence,

including measurement, is reliable. Within positivism, researchers are confined
to the tasks of gathering and interpreting data in an unbiased manner, devoid of
personal biases or values impacting the investigation. This methodology hinges on
measurable observations that facilitate statistical analyses and is frequently linked
with a deductive research approach.
3.1.2 Research Approach
The overarching plan or methodology that directs the planning, execution, and
analysis of a research study is known as a research approach. It establishes the
structure and methods for gathering, analyzing, and making sense of data to ad-
dress research questions or achieve research objectives. Two categories of research
methodologies exist.
One is deductive and the other is the inductive approach. Deductive approach has
been used to conduct research The particular hypotheses were first formulated
using the deductive approach, taking into account the researcher’s observations
from the literature review. After that, it makes a series of steps to test this theory
and see if it holds true in different situations.
3.1.3 Research Strategy
The concept of the ”research strategy” indicates that research strategies encom-
pass a range of options, such as surveys, action research, experimental research,
interviews, case study research, or a comprehensive review of the literature. The
particular data required for the study and its intended objectives must be taken
into consideration when choosing a strategy. The approach we employed in this
study was a survey-based approach. Where a survey questionnaire was used for
data collection.
3.1.4 Choices of Methods
Within the research methodology and framework, multiple methods to conduct the
research. Mono-method, mixed-method, and multi-method approaches are viable
options. The mono-method was opted because it comprises only one method
of study and is easier to plan and carry out. A single strategy is sufficient to
adequately address the research question. It enables a more concentrated inquiry.
3.1.5 Time Horizon
Time horizons indicate the duration of the research study. There are two main
types of observations: cross-sectional and longitudinal, which depend on the time
frame. In this research, a cross-sectional time horizon was used. This type of data
collection involves gathering information at a single time point, which is typical
in most survey-based studies.
3.1.6 Target Population
The “Population” in research refers to the entire group of individuals or items

studied, from which conclusions, influences, and data are drawn. The primary data
was collected from employees specifically doctors in hospitals situated in two cities
in Pakistan (Islamabad and Rawalpindi). The necessary permissions was obtained
from the HR departments of each organization. The target audience for this study
was comprised of doctors presently employed in these organizations. Given the

nature of our study variables, the population is expected to be highly suitable for
our research. Respondents were invited to participate in this survey voluntarily,
and informed consent was obtained from each participant. The respondents were
ensured secrecy and anonymity throughout the process. To provide context for
the study’s objectives, a cover letter outlining the research’s goals was distributed
to each participant.
3.2 Data Collection
The quantitative approach for data collection was employed through probability
sampling methods. Data about Doctors was available. A cross-sectional study
was conducted to collect data from targeted sample. To facilitate data collection,
an electronic questionnaire in the form of an online Google form was created.
The questionnaire link was personally distributed to respondents through differ-
ent social media platforms, additionally doctors in family circle were personally
requested to fill out the questionnaires.
3.2.1 Population and Sample
In 2020, there were 245,987 doctors, 27,360 dentists, and 116,659 nurses registered.
These figures represent an increase from 2019, during which there were 220,829
registered doctors across private and public hospitals, 22,595 dentists, and 108,474
nurses. In Rawalpindi, There are 5000+ PMC-certified registered general physi-
cians in Rawalpindi. Rawalpindi is one of the most famous cities in Pakistan.
In Islamabad, there are a total of 194 Doctors in Islamabad Capital Territory as

of December. Source: The Pakistan Medical and Dental Council (PMDC).
3.2.2 Sample Size
For a population size ranging from 75,000 to 1,000,000, Krejcie and Morgan’s
(1970) method suggests a sample size of 382 to 384 respondents. This calculation
is based on a 95% confidence level and a 5% margin of error estimate. Out of 384,
281 responses were considered for final analysis.
3.3 Sampling
Our study employs a well-defined sample, drawn using the simple random sam-
pling technique, which falls under the umbrella of probability sampling methods.
Probability sampling ensures that each member of the population has a known and
equal chance of being selected for inclusion in the study. This approach ensures
the representativeness of the sample and enhances the generalizability of findings
to the broader population. The known nature of the sample, coupled with the
use of a probability sampling method, strengthens the reliability and validity of
research outcomes. This methodology allows for rigorous analysis of data, drawing
meaningful conclusions that can be confidently applied beyond the confines study
sample.
3.4 Pilot Testing
In the context of research, a pilot study is an initial, small-scale investigation

carried out before to the main project. Pilot testing is used to assess the research’s
viability, timeliness, cost, dangers, and unfavorable impacts in addition to honing
the methodology. Conducting pilot testing proves to be a highly efficient and
successful approach before embarking on a large-scale investigation.
It serves as a proactive measure, helping to mitigate potential challenges in terms

of financial and time resources. In this scenario, 54 questionnaires were adminis-
tered during the pilot testing phase to assess respondents’ awareness of and align-
ment with the proposed hypotheses. The pilot testing phase yielded favorable
outcomes, revealing no significant obstacles related to the variables and confirm-
ing the suitability of the scales utilized for subsequent research. Cronbach Alpha
of sustainable leadership in the pilot sample was .93, for Employee Green Per-
formance it was .87, for Employee empowerment it was .71, and for Perceived
organizational it was 0.94.
3.4.1 Reliability of Scale
The table displays Cronbach’s alpha values for various constructs for full set,
alongside the total item count within each construct. Cronbach’s alpha function as
a metric for assessing internal consistency, reflecting the degree of interrelatedness
among the items constituting a construct. As per Hair (2006), a Cronbach’s alpha
value exceeding 0.70 is deemed sufficient for ensuring the precision of the scale.
Cronbach Alpha of Sustainable leadership is 0.89, for Employee Green Performance

is 0.82, for Employee empowerment is 0.87, and for perceived organization support
is 0.94. These values signify strong internal consistency, implying a close overall
relationship among the items within each construct. The data derived from the
calculation of Cronbach’s alpha is dependable and suitable for subsequent analyses,
as all alpha values for the variables fall within an acceptable range.
This indicates that the constructs under examination exhibit robust internal con-
sistency, and the items within each construct reliably measure the same underlying
concept.
Variables Cronbach Alpha
Sustainable leadership 0.89
Employee Green Performance 0.82
Employee empowerment 0.87
Perceived Organizational Support 0.94
3.5 Data Analysis Technique
The data collected underwent analysis using SPSS software. Various Statistical
tests including correlation, regression, mediation, and moderation were conducted
to access and understand the data. Correlation analysis was employed to inves-
tigate the connection between the independent and dependent variables. At the
same time, regression analysis was applied to explore the interdependencies among
the variables.
3.5.1 Analytical Techniques and Tool Used
Statistical analysis of the data included Reliability testing, Descriptive analysis,

Correlation analysis, and Regression analysis. SPSS software version 29.0 was uti-
lized for conducting all the necessary statistical tests and calculations. Cronbach’s
alpha was computed to assess the internal reliability of the scales.
3.6 Instrumentation
Instrumentation in research refers to the tools and techniques used to collect data
systematically and reliably. It encompasses a wide range of methods, including
surveys, questionnaires, interviews, observations, and experimental procedures.
The development of instrumentation is crucial in guaranteeing the validity and the

reliability of study findings. This involves defining clear objectives, constructing
appropriate questions or measures, piloting the instruments to identify and address
any issues, and assessing their validity and reliability.
Well-designed instrumentation not only facilitates the collection of high-quality

data but also enhances the integrity and rigor of the study findings. Therefore,
meticulous attention to detail and methodological rigor are essential aspects of
developing instrumentation in research.
Instrumentation consists of measures of variables used and characteristics of the

sample that how they are distributed.
3.6.1 Measures
All the study variables were studied using a 5-point Likert scale which starts from
1 (strongly disagree), which is a low level of variable to 5 (strongly agree) high
level. Questionnaire also covers demographics variables like Gender, Age, Year of
job experience, Work status, Martial status.
3.6.1.1 Sustainable leadership
Sustainable leadership was measured using mccann2010servant 15-item scale. Some

sample items are “My leader acts in a sustainable socially responsible manner” and
“My leader acts in a sustainable environmentally responsible manner”. Cronbach
Alpha reliability of this scale was .89.
3.6.1.2 Employee Green Performance
Employee green performance was measured using (Janssen and Van Yperen, 2004).
3 Item Questionnaire. Some questions are “I complete the environmental duties
specified in the job” and “I never neglect environmental aspects of the job which
I am obligated to perform”. Cronbach Alpha reliability of this scale is .82.
3.6.1.3 Employee empowerment
Employee empowerment was measured using Idris, See & Coughlan, (2018) 7 scale
items scale. Some sample items were “I’m sure about my competencies in work”
and “While doing my job, I am allowed to perform autonomously”. Cronbach
Alpha reliability of this scale is .87.
3.6.1.4 Perceived Organizational Support
Perceived organizational support was measured using eisenberger2020perceived.

The scale consists of 10 items scale. Some Items were “The organization values
my contribution to its well-being” and “The organization would forgive an honest
mistake on my part”. Cronbach Alpha of this scale was .94.
Table 3.1: Scales
Variables Source No of items

Sustainable leadership McCann and Holt 15
Employee Green Performance Janssen and Yperen 3
Employee empowerment Idris See Coughlan 7
Perceived organization support Eisenberger, Rhoades Shanock, Wen 10
3.6.2 Sample Characteristics
The research delved into various demographic variables to better understand the
sample’s characteristics. These variables encompassed age, gender, marital status,
work experience, and the work status held by the individuals under scrutiny. An-
alyzing these factors provided valuable insights into the diverse backgrounds and
experiences present within the sample group.
3.6.2.1 Gender Characteristics
Table 3.2: Frequency by Gender
Frequency Percent Valid Percent Cumulative Percent

Valid Male 184 65.5 65.5 65.5
Female 97 34.5 34.5 100
Total 281 100 100
The above table shows the overview of the gender distribution within the sample
of the study. Out of 281 respondents, 184 are male, making 65.5% of the sample,
and 97 are female, making 34.5% of the sample.
The gender distribution within the sample of 281 respondents indicates a slight
majority of male participants, comprising 65.5% of the total, while female partici-
pants constitute 34.5%. This observation highlights the importance of considering
gender representation in research studies and underscores the need for further
exploration of potential factors contributing to the observed distribution.
3.6.2.2 Marital Status
Table 3.3: Frequency by Marital Status

Valid Single 197 70.1 70.1 70.1
Married 84 29.9 29.9 100.0
Total 281 100.0 100.0
The above Table Shows the distribution of Marital Status. The sample consists
of Single and Married data. Out of 281, we can see that 197 are single and 84 are
married. Single is 70.1% of the total population and married is 29.9% of the total
population.
3.6.2.3 Age Characteristics
Table 3.4: Frequency by Age

Valid 18-25 1 04 .4 .4
26-30 71 25.3 25.3 25.6
31-35 91 32.4 32.4 58.0
36-40 82 29.2 29.2 87.2
41-45 21 7.5 7.5 94.7
Over 45 15 5.3 5.3 100
Total 281 100 100
The age distribution of the respondents can be observed in Table. Among the
participants, the largest group comprised individuals aged from 31-35, with a
frequency of 91 respondents, accounting for 32.4% of the sample. The second-
largest group was those aged from 36-40 with 82 participants, representing 29.2%
of the sample. The age group of 26-30 consisted of 71 respondents, making up
25.3% of the sample. The age group 41-45 consists of 21 respondents, making up
7.5% of the sample. The age group over 45 makes up 5.3 of the total population.
The smallest group was individuals 18-25, with only 1 respondents, comprising
.4% of the sample.
3.6.2.4 Work Status

Valid Full Time 184 65.5 65.5 65.5
Part-Time 97 34.5 34.5 100
Total 281 100 100
The above Table shows the Frequency of Work Status. Work status provides
insight into the economic and social circumstances of individuals, which can in-
fluence various aspects of their lives including health, well-being, and access to
resources. Out of 281, 184 respondents are doing Full-Time Jobs. They are giving
full time to their work which is making 65.5% of the total sample. Out of 281,
97 respondents are doing part-time jobs. It means they are somehow contributing
to their work making up 34.5% of the total population. By this, we can see how
many respondents are doing full-time job and how much respondents are doing
part-time job.
3.6.2.5 Years of Job Experience with Current Organization
Table 3.5: Frequency by Years of Job Experience

Valid 0-5 100 35.6 35.6 49.8
06-10 68 24.2 24.2 72.6
11-15 57 20.3 20.3 86.5
16-20 40 14.2 14.2 94.7
Over 20 16 5.7 5.7 100
Total 281 100 100
The table provides insights into the distribution of years of work experience among
the participants in the research. Among the participants, the largest group lies
between 0-5 years of job experience with a frequency of 100 and they make mak-
ing 35.6% of the sample. Then comes the Second group with 6-10 years of job
experience with a frequency of 68 and they make up 24.2% of the total sample.
Then comes 11-15 years of job experience with a frequency of 57 and they make
making 20.3 of the total sample. Then comes 16-20 years of job experience with
a frequency of 40 and they make up 14.2 of the total sample. Then comes over
more than 20 of job experience with a frequency of 16 and they are making 5.7%
of the total sample.
Chapter 4
Result and Analysis
The present chapter delves into a comprehensive review of the collected data
through surveys from the participants. Leveraging powerful tools such as SPSS, a
comprehensive investigation is conducted to explore the relationship among vari-
ables through the application of descriptive statistics, Pearson correlation analysis,
moderation, and mediation techniques.
4.1 Descriptive Analysis
The table provides information on sample size, mean, standard deviation, lowest
and maximum values, and so on.
Table 4.1: Descriptive Analysis
N Minimum Maximum Mean Std.Deviation

SL 281 2.93 5 4.56 0.45
EGP 281 .00 5 3.98 0.91
EE 281 1.00 5 4.47 0.52
POS 281 1.00 5 4.21 0.87
Valid 281
N=281, SL= Sustainable leadership, EGP=Employee Green Performance, EE=

Employee empowerment, POS=Perceived Organizational Support.
45
Results 46
The table provides descriptive statistics for the variables under study, including
mean, standard deviation, minimum, maximum, and average values. It also in-
cludes specifics about the variables and the sample size. The minimum and maxi-
mum values are detailed in the table columns above, while standard deviation and
mean values are provided for the gathered data. Descriptive statistics summarize
and describe dataset features, playing a crucial role in descriptive analytics. Com-
mon descriptive statistics encompass measures of variability like range, variance,
and standard deviation, as well as measures of distribution such as percentiles,
quartiles, and histograms. Central tendency measures, including mean, median,
and mode, are also included.
The mean value for sustainable leadership is 4.56, with a standard deviation of
.45, while employee green performance shows a mean value of 3.98 and a standard
deviation of .91. Employee empowerment exhibits a mean value of 4.47, with a
standard deviation of .52, while perceived organizational support has a mean value
of 4.21 and a standard deviation of .87.
4.2 Anova Analysis
Table 4.2: Anova Analysis

F-Value P-Value
Gender .03 .84
Marital Status .87 .35
Age .77 .56
Work Status .04 .83
Year of Job Experience 1.99 .09
The one-way analysis of variance was tested to assess the influence of population
characteristics on the variables that is ”employee green performance.” The table
below displays the following outcomes of the one-way ANOVA analysis for each
control variable, including gender, age, marital status, experience, and year of
job experience, about employee green performance. The results revealed that
Results 47
demographic variables gender, Martial Status, age, Work Status and year of Job
Experience are non-significant when tested with DV.
4.2.1 Correlation Analysis
Table 4.3: Correlation Analysis
SL EGP EE POS
SL 1
EGP .42** 1
EE .44** .57** 1
POS .51** .45** .55** 1
N = 281, SL = Sustainableleadership, EGP = EmployeeGreenP erf ormance,
EE=Employee empowerment, POS=Perceived organizational support.**Correlation

is significant at the 0.01 level (2-tailed).
Examination of the correlation table shows that the correlation coefficient between
sustainable leadership and employee green performance is 0.42 ∗ ∗ at p < 0.01, re-
veals a positive correlation. A coefficient correlation of 0.42** between sustainable
leadership and employee green performance reveals a moderate favorable relation-
ship among two variables. The correlation between employee empowerment and
sustainable leadership is 0.44∗∗ at p less than 0.01, shows the high positive associ-
ation among these two variables. The association among employee empowerment
and employee green performance is 0.57 ∗ ∗. A correlation coefficient of 0.57 ∗ ∗
between employee empowerment and employee green performance shows a strong
substantial relationship among these two variables.
4.3 Regression Analysis
It aims to model the relationship between the dependent variable and independent
variable(s) and to make predictions based on that model. Present a thorough
overview of the research results, incorporating significant levels of the proposed
Results 48
hypotheses. Include key details such as regression coefficient values, significance

levels, standard errors (S.E.), and confidence interval limits (LLCI and ULCI). The
table should encompass both direct and indirect relationships, with a particular
emphasis on mediation.
Table 4.4: Regression Analysis
Direct Effect Beta Coefficient P LLCI ULCI

Sustainable Leadership →
2.34 .00 1.14 3.54
.84 .00 0.64 1.05
Employee Empowerment
Employee Empowerment →
.39 .00 .27 .51
Indirect Effect Beta Coefficient Boot Boot Boot
SE LLCI UPLI
Employee Empowerment → .33 .00 .13 .59
Hypothesis No 01: Sustainable leadership has a significant impact on Employee

Green Performance.
The regression analysis for hypothesis 1 shows that there is positive significant
link exists between sustainable leadership and employee green performance. The
β value or regression coefficient is 2.34. A beta value of 2.34 suggests that linear
relationship exist between sustainable leadership and employee green performance.
Essentially, changes in sustainable leadership predict any changes in employee
green performance. Whereas the p − valueis.00. In the above case, the p-value
suggests that the association among sustainable leadership and employee green
performance is statistically significant. Since both LLCI and ULCI include are
1.14 and 3.54, it indicates that the effect is consistently significant. Suggesting
the findings indicate that sustainable leadership does have a significant effect on
employee green performance. The beta coefficient of 2.34 and the p-value of 0.00
indicate that sustainable leadership predict employee green performance in this
Results 49
study. Therefore, the hypothesis that sustainable leadership has a substantial

effect on employee green performance is supported by the data.
Hypothesis No 02: Sustainable leadership has a positive and significant rela-

tionship with Employee empowerment.
The regression analysis demonstrates the link among sustainable leadership with
employee empowerment. The value of coefficient β = 0.84 indicates a positive
linear association among sustainable leadership and employee empowerment. The
p-value assesses the statistical significance of the relationship. Since both LLCI
and ULCI are positive and do not include zero, it confirms that the effect is
significant. In accordance with provided data, sustainable leadership exhibits a
positive and meaningful association with employee empowerment. Therefore, the
hypothesis that sustainable leadership has a beneficial and significant relationship
with employee empowerment is supported by the data.
Hypothesis No 03: Employee empowerment has a positive and significant effect

on Employee green Performance.
Hypothesis 3 indicates the association among employee empowerment and em-

ployee green performance and for this relationship, the findings indicate that the
importance of the regression coefficient is β=.39 which is positive with a p-value of
0.00. As both LLCI and ULCI are positive and do not include zero, it confirms that
the effect is significant. Based on the provided results, employee empowerment has
a beneficial and substantial positive effect on employee green performance.
Hypothesis No 4: Employee empowerment mediates the relationship between

Sustainable leadership and Employee Green Performance.
Research related to the mediation analysis involving sustainable leadership, em-

ployee empowerment, and employee green performance. The beta coefficient β
is 0.33, indicating a positive mediating effect of employee empowerment on the
relationship between sustainable leadership and employee green performance.
Since the confidence interval does not include 0, this suggests that the intermediary
role of employee empowerment is statistically significant. In summary, the find-
ings indicate that employee empowerment significantly mediates the association
between sustainable leadership and employee green performance, with a positive
Results 50
and significant indirect effect. Sustainable leadership appears to boost employee

green performance by empowering employees.
4.4 Moderation Analysis
A statistical method called moderation analysis, sometimes called interaction anal-

ysis, has been used to investigate if the amount of a third factor impacts the rela-
tionship between two variables. Stated differently, it investigates if the existence
of a third variable influences or moderates the causal link between the independent
variable and the dependent variable.
Table 4.5: Moderation Analysis
Moderation Analysis Beta-coefficient P LLCL ULCI

Sustainable Leadership
*Perceived Organizational Support -.49 .00 -.78 -.20
Hypothesis No 5: Perceived organizational support moderates the relationship

between Sustainable leadership and employee green performance in such a way that
this relationship will be stronger when perceived organizational support is high.
The above results suggest that perceived organizational support (POS) is moder-
ating the association among variables that is sustainable leadership and employee
performance. Specifically, the strength of the link between sustainable leadership
and employee green performance relies on the level of perceived organizational
support. In the above case, the beta coefficient for the interaction term (sus-
tainable leadership × perceived organizational support) is -.49. The coefficient is
positive, we expect that the relationship between sustainable leadership and Em-
ployee Green Performance becomes stronger as perceived organizational support
increases. The p-value is 0.00 suggests that the interaction effect statistically sig-
nificant. There are negative signs between LLCL and ULCL which means they
have week relations. The findings suggest that the involvement among sustainable
leadership and perceived organizational support has a non-significant moderation
on employee green performance.
Results 51
4.5 Summary of the Hypothesis
Table 4.6: Summary of the Hypothesis
Hyp. Statement Results

Sustainable leadership has a significant impact on
1 Accepted
Employee Green Performance.
Sustainable leadership has a positive and significant
2 Accepted
relationship with Employee empowerment
Employee empowerment has a positive and significant
3 Accepted
effect on Employee green Performance.
Employee empowerment mediates the relationship
4 between Sustainable leadership and Employee Green Accepted
Performance.
Perceived organizational support moderates the relationship
between Sustainable leadership and employee green
5 Rejected
performance in such a way that this relationship will be
stronger when perceived organizational support is high.
Chapter 5
Discussion and Conclusion
5.1 Discussion
This chapter is organized into three primary sections: the first reviews the out-
comes of the hypotheses, the second delves into their theoretical and practical
significance, and the third contemplates the study’s constraints and provides guid-
ance for future research.
A total of five hypotheses were tested, with some being confirmed and others
rejected. In the first section, we will explore the key insights derived from our
findings, offering a comprehensive analysis of the validated hypotheses and their
implications for the existing body of knowledge.
This analysis not only highlights the contributions of our study to the current
scholarly discourse but also examines how these findings align with or challenge
prevailing theories. By addressing these aspects, we aim to provide a clearer
understanding of the study’s impact and the broader context in which it operates.
5.1.1 Sustainable Leadership and Employee Green Perfor-

mance
Hypothesis No 01: Sustainable leadership has a significant impact on Employee

Green Performance. The results does not support the hypothesis that sustainable
leadership significantly influence employee green performance. The rejection of
52
Discussion and Conclusion 53
hypothesis 01 highlights that there is a need to understand complicated issues

more deeply interplay between sustainable leadership and employee green perfor-
mance. Sustainability necessitates leaders capable of crafting strategies, strate-
gies, and initiatives to promote practices that involve sustainability on both social
and managerial fronts while stimulating financial prosperity (Iqbal et al., 2020).
After more studies, we can get to see the role of sustainable leadership on em-
ployee green performance. Sustainable leadership involves leaders who prioritize
environmental sustainability and incorporate sustainable practices into their lead-
ership behaviors and making choices for companies and engaging in making their
own decisions. Leaders who shows the dedication to sustainability may influence
employees’ attitudes, behaviors, and perceptions toward environmental initiatives
within the organization.
Employee green performance refers the level of involvement of employees in envi-

ronmental initiatives sustainable behaviors, such as reducing energy consumption,
recycling, using sustainable resources, and advocating for environmental initia-
tives within the organization. Social exchange theory suggests that relationships
are built on the cost-benefit analysis and the mutual exchange of reward.
Hypothesis is rejected it may indicate that the expected reciprocal relationship, as

proposed by social exchange theory, is not occurring as anticipated. This could be
due to several reasons for example doctors may not perceive the sustainable actions
of leadership as rewarding enough to warrant changes in their green performance.
They might be motivated by factors other than the social exchange with leadership,
such as personal values or external incentives. There may be a lack of awareness
or understanding among employees about the sustainable efforts of leadership and
how they can contribute. The overall organizational culture might not support or
prioritize green performance, regardless of leadership actions.
5.1.2 Sustainable Leadership and Employee Empowerment
Hypothesis No 02: Sustainable leadership has a positive and significant rela-

tionship with Employee empowerment. From the findings, it can be concluded
that sustainable leadership positively influence empowering employee and also has
significant positive relationship with employee empowerment. Leaders that follow

sustainability has a lot of impact on many outputs. It improves participation, em-
powerment, employee development, and knowledge exchange (Iqbal et al., 2020).
Sustainable leadership can be seen as an investment in the social exchange with
employees, leading to a mutually beneficial relationship where employee empow-
erment is enhanced as a result of the leaders’ sustainable actions and values.
In the context of sustainable leadership, leaders who demonstrate a commitment

to sustainability principles can foster a feeling of support and fairness within the
organization. This, in turn, can lead edoctors to feel more empowered, as they
perceive their contributions to be valued and their well-being to be a priority. The
mutual nature of this relationship suggests that when leaders invest in sustainable
practices and employee development, doctors are likely to respond with increased
engagement, innovation, and empowerment.
This relationship is supported by research that links empowering leadership styles

with elevated degree of employee involvement and achievement. For example,
many researchers have found that when leaders involve there workers to participate
in making decisions and demonstrate a commitment to sustainability, employees
are more engage in exhibiting creative and innovative behaviors that is useful for
overall companies success(Harrach et al., 2020).
According to the social exchange theory, social interactions are based primarily
on a reciprocity system. Employees engage in relationships and exchanges with
the hope of gaining advantages in return. At work, employees engage in social
exchanges with their leaders and colleagues. When leaders exhibit sustainable
behaviors (such as ethical decision-making, concern for the environment, and em-
ployee well-being), employees perceive these actions as positive exchanges. In re-
turn for sustainable leadership practices, employees reciprocate by feeling empow-
ered, motivated, and committed to their work. Organizations enhance employee
empowerment by promoting sustainable leadership practices. Leaders focus on
building trust through transparent communication, ethical behavior, and genuine
concern for employees and the environment.
By fostering a positive social exchange, sustainable leadership helps the success

of the organization, job satisfaction and employee health. Sustainable leadership
promotes employee empowerment through social exchange theory, where employ-

ees experience reciprocal value and support from their leaders. This empowerment
highlights the beneficial exchange of support and recognition within the workplace.
5.1.3 Employee Empowerment and Employee Green Per-

formance
Hypothesis No 03: Employee empowerment has a positive and significant effect

on Employee green Performance.
The findings of the data analysis strongly support the hypothesis that empowering
employee hold a vital role in green performance of employees. The following out-
come indicates a compelling positive connection among employee empowerment
and employee green performance. This implies that doctors who possess a high
degree of employee empowerment tend to exhibit greater Employee Green Perfor-
mance compared to those with lower levels of employee empowerment. So when
employees are empowered they tend to have a greater green performance.
As employees feel empowered within the workplace, they perceive it as a substan-

tial investment by the organization in their skills and autonomy. This perception
typically instills that employee have a feeling of duty to give back to the the
organization trust and investment. Consequently, employees are motivated to en-
gage in initiatives aligned with the organization’s goals, such as improving green
performance (Adeel et al., 2022).
Empowered doctors may have more access to resources, information, and support,
enabling them to take initiative and make decisions that contribute to environmen-
tal sustainability. In return for the empowerment they receive, they may engage
in green behaviors, such as reducing waste, conserving energy, or innovating sus-
tainable processes, as a way to reciprocate the trust and support provided by the
organization.
Social exchange theory also provides insight into how empowering employees can
result in improved green performance by cultivating a symbiotic relationship where
both the organization and its employees are committed to attaining sustainable
objectives.
5.1.4 Mediating Effect of Employee Empowerment between

Sustainable Leadership and Employee Green Perfor-
mance
Hypothesis No 04: Employee empowerment mediates the relationship between

Sustainable leadership and Employee Green Performance.
Findings of the data indicates us that employee empowerment can positively me-
diates the relationship among sustainable leadership and employee green perfor-
mance. The concept of empowering the employees helps in mediating the rela-
tionship among sustainable leadership and employee green performance can be
elaborated through social exchange theory, which is rooted in the principles of
reciprocity and mutual benefit in social relationships.
Social exchange theory posits that relationships are built on a series of interactions
that are contingent on the rewarding or punishing responses from others. These
interactions create obligations and expectations, and the fulfillment of these ex-
pectations can lead to stronger, more committed relationships.
In the context of sustainable leadership, leaders who prioritize sustainability and

demonstrate this commitment through their actions are likely to inspire similar
behaviors in their employees. When leaders empower their employees by incorpo-
rating them with the ability to take decisions, providing them with resources, and
supporting them with autonomy, employees feel appreciated and esteemed. This
responsibility of empowerment can lead to increased motivation and participation
in activities that helps in building the organization’s green performance.
Empowered doctors, feeling a sense of obligation and trust towards their lead-
ers, may reciprocate by doing their best in their jobs beyond their roles, which
includes engaging in environmentally sustainable behaviors. This reciprocal re-
lationship enhances the overall green performance of the hospitals, as doctors as
staff members feel more liable to innovate, share ideas, and implement practices
that support sustainability goals. Therefore, employee empowerment operates as
a critical mediation in the relationship among sustainable leadership and employee
green performance. The social exchange theory providing a structure to under-
stand the underlying dynamics of this relationship. The empowered employees,
in exchange for the trust and resources provided by their leaders, contribute pos-
itively to the organizations. The practices done by sustainable leaders including
promotion of workers and empowering them, and endorsing green initiatives, es-
tablish a beneficial social exchange atmosphere within the organization.
According to SET principles, individuals respond to favorable treatment or support

by exhibiting positive behaviors, such as heightened commitment, engagement,
and performance. Consequently, when employees recognize their leaders’ authentic
dedication to sustainability and feel empowered to participate in green efforts, they
are inclined to reciprocate by demonstrating elevated levels of green performance.
5.1.5 Moderating Effect of Perceived Organizational Sup-

port between Sustainable Leadership and Employee
Green Performance
Hypothesis No 5: Perceived organizational support moderates the relationship

between Sustainable leadership and employee green performance in such a way that
this relationship will be stronger when perceived organizational support is high.
Hypothesis 5, which proposed that moderation variable perceived organizational

support among sustainable leadership and employee green performance, suggest-
ing that this connection would be stronger under conditions of high perceived
organizational support, was not supported by the data. The significant variation
among those working in the health sector resulted in the moderation strategy we
proposed being rejected. The perspectives of employees on organizational support
vary. Sadly, some employees have prejudices and often voice grievances about their
work. They usually overemphasize little issues and view support as unnecessary
showmanship, which eventually weakens interpersonal ties.
Because of the demands of patient care, long hours, and emotional strain, the
health industry is inherently stressful. Stress-related restrictions may make it dif-
ficult for employees to consistently maintain high performance, even in the presence
of strong perceived organizational support. The analysis revealed no notable inter-
action effect between sustainable leadership and perceived organizational support
on employee green performance. Despite the theoretical rationale suggesting that
employees would respond favorably to supportive organizational climates by ex-

hibiting greater green performance, our analysis revealed no significant interaction
effect. This suggests that within the context of our study, the exchange dynamics
predicted by social exchange theory did not manifest as anticipated.
Further exploration into the nuanced mechanisms underlying the relationship

among perceived organizational support, sustainable leadership, and employee
green performance is warranted to elucidate the complexities at play. In line
with Social Exchange Theory, Hypothesis 5 posited that perceived organizational
support would play a role of moderator, enhancing the association among sustain-
able leadership and doctors green behaviour. It was hypothesized when they feel
that their organization supports them more they would reciprocate with increased
dedication to environmentally sustainable practices at their hospital.
However, contrary to expectations, our findings did not support this hypothesis.
Additional investigation into the intricate mechanisms governing the interplay
among perceived organizational support, sustainable leadership, and employee
green performance is necessary to illuminate the multifaceted dynamics involved.
5.2 Research Implications
5.2.1 Theoretical Implications
This comprehensive framework integrates diverse organizational behavior theo-

ries, enhancing our understanding of how different leadership styles, employee
empowerment initiatives, and organizational support structures intersect to influ-
ence employees’ involvement in environmentally sustainable practices. Sustainable
leadership, distinguished by its dedication to environmental responsibility and eth-
ical conduct, has become increasingly prominent within organizations striving for
enduring success and societal benefit. This investigation delves into the complex
interconnections among sustainable leadership, employee empowerment, and per-
ceived organizational support, emphasizing their collective influence on employee
green performance. The theoretical insights gleaned from this study offer valuable
contributions to both scholarly comprehension and real-world implementation.
Sustainable leaders who enable their employees to cultivate a culture of owner-

ship and accountability. Empowered doctors demonstrate a greater propensity to
participate in Eco-conscious practices, including conserving resources, minimizing
waste, and initiating innovative green projects. Through analyzing the mediating
function of employee empowerment, our research expands the implementation of
social exchange theory to the realm of sustainability.
As per according to social exchange theory, individuals engage in reciprocal in-

teractions with their organizations driven by perceived advantages and responsi-
bilities. Seeing employee empowerment as a mediator suggests that when doctors
feel empowered to undertake sustainable endeavors, they reciprocate by display-
ing heightened levels of environmentally friendly behavior. This discovery en-
hances our comprehension of how organizational practices impact employee con-
duct within the context of social exchange dynamics.
Empowerment bolsters employees’ confidence in their capacity to contribute to

sustainability objectives. This increased green self-efficacy, influenced by empow-
erment, motivates proactive environmental engagement. Empowered individuals
exhibit organizational citizenship behavior by voluntarily engaging in environmen-
tally beneficial initiatives beyond their prescribed duties.
Sustainable leaders can utilize empowerment as a tool to stimulate organizational

citizenship behavior geared toward environmental sustainability. This integrated
framework advances our understanding of leadership, social exchange dynamics,
organizational support mechanisms, and sustainability within the context of orga-
nizational behavior specifically in health sector.
5.2.2 Practical Implications
Understanding the practical implications of the impact of sustainable leadership

on employee green performance, with the mediation of employee empowerment and
the moderation of perceived organizational support, is crucial for organizational
sustainability initiatives. This exploration provides actionable insights for lead-
ers and managers aiming to foster environmentally responsible behaviors among
employees.
Organizations must prioritize the cultivation of sustainable leadership skills among

their leaders and management. This involves providing them with the necessary
knowledge and skill, and competencies, and mindset needed to incorporate envi-
ronmental stewardship and ethical deliberations into their decision-making frame-
works. Implementing training programs, workshops, and mentorship opportunities
tailored to sustainable leadership can foster a corporate culture that highly value
sustainability endeavors and principles.
Hospitals can preserve money by using sustainable procedures. Hospitals can lower
their operating costs by optimizing resource consumption, waste management,
and energy utilization. Strategic planning and risk assessment are components of
sustainable leadership. Hospitals are better equipped to manage crises when they
take proactive measures to mitigate these risks. Regulations pertaining to the
sustainability of healthcare and its influence on the environment exist in several
nations. Hospitals that adhere to these guidelines are accredited and keep their
good name.
Enabling doctors to engage in sustainability endeavors is crucial for effecting sig-

nificant transformations within organizations. Management ought to delegate
decision-making responsibilities, allocate resources, and establish avenues for em-
ployees to actively contribute to eco-friendly initiatives. Empowerment can man-
ifest in diverse ways, such as granting autonomy, fostering innovation, and ac-
knowledging sustainability efforts. Through empowering employees, organizations
leverage their creativity, expertise, and enthusiasm for sustainability, fostering
heightened involvement and dedication to environmentally conscious practices.
Perceived organizational support holds a vital effect in shaping employees’ atti-

tudes and behaviors toward sustainability. Organizations should strive to foster a
supportive work environment that values and promotes sustainability initiatives.
This involves fostering open communication channels, providing training and re-
sources, and recognizing and rewarding sustainable behaviors. By demonstrating a
commitment to sustainability at all levels of the organization, leaders can enhance
employees’ perception of organizational support, leading to greater engagement in
green performance. Incorporating sustainability metrics and objectives into per-
formance management systems is essential for evaluating employees’ commitment
to environmentally friendly practices. This integration underscores the organi-

zation’s dedication to sustainability as a fundamental value and underscores the
significance of environmental stewardship. Top management should regularly pro-
vide feedback on doctors’ sustainability endeavors, acknowledge exceptional per-
formance, and integrate sustainability targets into performance assessments and
career advancement plans.
Encouraging collaboration and knowledge exchange among employees is instru-

mental in enhancing the effectiveness of sustainability initiatives. By nurturing
a collaborative environment that promotes active participation in sustainability
projects, organizations can harness the collective expertise and creativity of their
workforce to drive ongoing enhancements in environmental performance. By cul-
tivating sustainable leadership, empowering employees, strengthening organiza-
tional support, integrating sustainability into performance management, and fos-
tering collaboration and knowledge sharing, organizations can build a way of doing
things that cares about the environment, which helps make good things happen
and keeps them successful in the long run.
5.2.3 Limitation of the Study
Apart from the important findings, this study also has some limitations that should
be kept in mind when looking at the results. First is that the research has a very
small sample size future researchers should replicate the same study with a larger
sample size to get better and more robust findings. The study’s findings may lack
generalization to other industries due to specific demographics within the health
sector.
A cross-sectional research design offers only a snapshot of relationships at a given

moment, potentially overlooking the dynamic nature of sustainable leadership,
employee empowerment, and perceived organizational support over time. Self-
reported data collected through surveys or interviews could introduce response
bias, where participants may offer socially desirable responses or inaccurately
recall their perceptions and behaviors, leading to self-report bias. Establishing
causality and the direction of relationships between variables proves challenging
in observational studies, despite employing statistical techniques like mediation

and moderation analyses. Changes in leadership, organizational policies, or ex-
ternal factors over time might influence the link between sustainable leadership,
employee empowerment, perceived organizational support, and employee green
performance, yet these temporal effects may not be fully captured in the study.
While mediation and moderation analyses offer insights into underlying mecha-
nisms and boundary conditions of relationships, they rely on specific statistical
assumptions and might not entirely grasp the intricacies of interactions in the real
world.
5.2.4 Future Direction of Research
This study used the probability sampling technique with simple random sampling
technique. Future researchers can use the probability sampling technique with
stratified or quota sampling for more specific results from each segment. Also,
the cross-sectional research design was used to test the hypothesis, future studies
can consider longitudinal research design to avoid common method bias. Present
study used a single method for data collection future researches can use multiple
data collection methods for better responses.
Present study was concerned with quantitative data, qualitative data can also be
used in future to get rich insights into employees’ perceptions, experiences, and
motivations. Investigating how cultural differences influence the connection among
sustainable leadership, employee empowerment, perceived organizational support,
and employee green performance can be interesting idea for future researchers.
Exploring additional mediating and moderating factors with same or different
relationships can be fruitful.
5.2.5 Conclusion
The findings of the research emphasize that organizations should prioritize invest-
ments in sustainable leadership development, employee empowerment initiatives,
and strategies to enhance perceived organizational support to maximize their im-
pact on promoting environmental sustainability and achieving sustainable business
practices. Leaders should upgrade heating, ventilation, and air conditioning sys-
tems to more energy-efficient models. This not only reduces operational costs but
also minimizes the environmental impact. Affordable and Clean Energy empha-
sizes the need for sustainable energy practices. SDG 12 (Responsible Consumption
and Production) promotes responsible resource use and waste reduction. In the
procurement of medical supplies and equipment, leaders should prioritize sustain-
ably produced options, taking into account factors such as materials sourcing,
manufacturing processes, and product life cycles. SDG 4 (Quality Education) un-
derscores the significance of education for sustainable development. Leaders can
implement educational programs and workshops within their institutions, raising
awareness about health, sustainability, and their interconnectedness.
Understanding the complex interplay between sustainable leadership, employee

empowerment, perceived organizational support, and employee green performance
is essential for organizations seeking to promote environmental sustainability and
achieve their sustainability goals.
By promoting an environment of sustainable leadership, empowerment, and assis-

tance, organizations can motivate employees to embrace environmentally friendly
behaviors and contribute to creating a more sustainable future. Management in
leading hospitals prioritize initiatives aimed at helping doctors to feel empowered
by giving them the tools they need, autonomy, and assistance to drive sustain-
ability efforts across all organizational levels. By effectively leveraging these fac-
tors, hospital leaders can cultivate a sustainable work environment that fosters
environmental responsibility and contributes to the overall performance of the
organization and its stakeholders.
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Appendix A
CAPITAL UNIVERSITY OF SCIENCE & TECHNOLOGY

ISLAMABAD
Questionnaire
Dear respondent,
I am MS scholar seeking your opinion on the topic of “Sustainable Leadership”.

You are one of my potential respondent and are requested to take few minutes
out of your busy schedule to fill this questionnaire. Data is being captured anony-
mously and will be kept confidential. If you are interested in knowing the findings
of this study, then please contact undersigned.
Regards,
Rameen Razzaq
(razzaqrameen@gmail.com)
Department of Management Sciences
70
Appendix-A 71
Demographics Questions:
Please choose the appropriate answer.
1. Gender: A. Male B .Female
2. Marital Status: A. Single B. Married
3. Age: A. 18-25 B. 26-30 C. 36-40 D. 41-45 E. Over 45
4-Work Status: A. Full Time B. Part Time
5-Years of job experience with current Organization: A. 0-5 B. 6-10 C. 11-15 D. 16-
20 E. More then 20
Scale: Responses to each item are measured on a five-point scale with the anchors labeled
(1) Strongly disagree, (2) disagree, (3) neither disagree nor agree, (4) agree, (5) strongly
Agree.
Section A: SUSTAINABLE LEADERSHIP
Please keep your current organization in your mind and answer the questions given
below:
My leader acts in a sustainable socially responsible 1 2 3 4 5

manner.
My leader acts in a sustainable environmentally 1 2 3 4 5
responsible manner.
My leader acts in a sustainable ethically responsible 1 2 3 4 5
manner.
My Leader decisions are made while considering the entire 1 2 3 4 5
organization.
My leader management officially recognizes when a 1 2 3 4 5
mistake is made that affects sustainability.
My leader is willing to correct mistakes that affect 1 2 3 4 5
sustainability.
Appendix-A 72
My leader attempts to use unique innovative methods to 1 2 3 4 5

resolve sustainability issues.
My leader attempts to create wealth through sustainable 1 2 3 4 5
efforts.
My leader puts purpose before profit. 1 2 3 4 5
My leader balance sustainable social responsibility with 1 2 3 4 5
profits.
My leader demonstrates sustainability by persevering 1 2 3 4 5
through all types of change.
My leaders is concerned about how sustainability affects 1 2 3 4 5
employees.
My leader communicates sustainability decisions to all 1 2 3 4 5
involved.
My leader attempts to build a culture of sustainability 1 2 3 4 5
through its communication efforts.
My leader has plan to demonstrate sustainability when 1 2 3 4 5
hiring, promoting employees and replacing leaders.
Section B: Employee Green Performance
below:
I complete the environmental 1 2 3 4 5

duties specified in the job.
I fulfill all environmental 1 2 3 4 5

responsibilities required by the
job.
I never neglect environmental 1 2 3 4 5

aspects of the job which I am
obligated to perform.
Appendix-A 73
Section C: Employee Empowerment
below:
I’m sure about my competencies in work. 1 2 3 4 5
I have possessed the necessary expertise related to my job. 1 2 3 4 5
My supervisor suggests methods and techniques to help me for 1 2 3 4 5

better performance.
I’m free to employ any methods and procedures to improve my 1 2 3 4 5

performance.
I feel a sort of independence over employing a variety of ways 1 2 3 4 5

to improve my job
I can address my job-related problems without the permission of 1 2 3 4 5

my managers.
While doing my job, I am allowed to perform autonomously. 1 2 3 4 5
Section D: Perceived organization support
below:
The organization values my contribution to its well-being. 1 2 3 4 5
The organization strongly considers my goals and values. 1 2 3 4 5
Help is available from the organization when I have a problem 1 2 3 4 5

Appendix-A 74
The organization really cares about my well being. 1 2 3 4 5
The organization wishes to give me the best possible job for which I 1 2 3 4 5
am qualified.
The organization cares about my general satisfaction at work. 1 2 3 4 5
The organization takes pride in my accomplishments at work. 1 2 3 4 5
The organization would forgive an honest mistake on my part. 1 2 3 4 5
The organization is willing to extend itself to help me perform my job 1 2 3 4 5

to the best of my ability.
The organization cares about my opinions. 1 2 3 4 5

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CAPITAL UNIVERSITY OF SCIENCE AND

The Role of Sustainable Leadership on Employee

A thesis submitted in partial fulfillment for the

Copyright © 2024 by Rameen Razzaq

All rights reserved. No part of this thesis may be reproduced, distributed, or

Dedicated to my family who dedicated their lives to teach me how to step

The Role of Sustainable Leadership on Employee Green Performance:

THESIS EXAMINING COMMITTEE

S. No. Examiner Name Organization

Dr. Shazia Faiz

Dr. S. M. M. Raza Naqvi Dr. Arshad Hassan

At any time if my statement is found to be incorrect even after my graduation,

First and foremost, I express my deepest gratitude to Allah, my creator, my life

Lastly, I extend my sincere thanks to the organizational management who gra-

Keywords: Sustainable leadership; Employee Green Performance; Per-

List of Tables xii

3.1.1 Research Philosophy . . . . . . . . . . . . . . . . . . . . . . 34

4 Result and Analysis 45

5 Discussion and Conclusion 52

5.2.1 Theoretical Implications . . . . . . . . . . . . . . . . . . . . 58

2.1 Research Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

2.1 Research Hypothesis . . . . . . . . . . . . . . . . . . . . . . . . . . 33

4.1 Descriptive Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 45

1.1 Background of the Study

The Sustainable Development Goals (SDGs) were unveiled by the UN in 2015

Sustainable leadership, an increasingly crucial concept in recent decades, rep-

complex global challenges, sustainable leadership offers a pathway to enduring suc-

Sustainable leadership builds upon traditional leadership theories but emphasizes

Sustainable leadership that deeply ingrained throughout the entire organization,

A conscientious approach to leadership that evaluates the overall impact of an

Sustainable leadership entails a dedication to nurturing the enduring prosperity

Sustainable leadership encompasses an emphasis on promoting environmental sus-

Sustainable leadership goes beyond traditional profit-driven approaches. It em-

1.2 Gap Analysis

Amid rising environmental concerns, organizations are becoming increasingly aware

The rise of sustainable leadership is situated within a larger framework encom-

Despite an increasing volume of literature concerning sustainable leadership, a

More investigation is necessary to explore how sustainable leadership practices fos-

The explanatory mechanism needs attention, as when employees are empowered

and sustainability initiatives in organizations.

1.3 Problem Statement

Empowered employees are more likely to engage in proactive environmental be-

Therefore, the interplay between sustainable leadership, employee empowerment,

support in the relationship between sustainable leadership and employee green

1.4 Research Questions

Research Question 01:

Does sustainable leadership positively affect employee green performance?

Research Question 02:

How does Sustainable Leadership effects Employee Empowerment?

Research Question 03:

Does employee empowerment effect employee green performance?

Research Question 04:

How does employee empowerment influence the association among sustainable

Research Question 05:

Does perceived organizational support moderates the relationship between sus-

1.5 Research Objectives

The specific objectives of this study is as follows:

1- To find out how sustainable leadership affects employee green performance.

2- To investigate how sustainable leaders empower employees.