Stimulation of employees’ green creativity through green transformational leadership and management initiatives

Abstract

Drawing upon the componential theory of creativity and social information processing theory, this research elucidates how and why the synergy of green HR practices and green strategies stimulate green creativity. It also explores the possible mediation effect of green transformational leadership (TFL) on the relationship between organizational interventions and green creativity. Survey questionnaires were used to collect data from managers working in large manufacturing firms. The structural equation modeling technique was applied to test the hypothesized relationships. Findings of research revealed that green management initiatives and green TFL stimulate green creativity. Moreover, the intervening impact of green TFL on the relationship between the aforementioned relationships was also established. Policymakers should devise green strategies and provide support to green HR practices for the stimulation of green creativity, whereas HR managers must ensure the compatibility of HR functions with corresponding organizational green strategies. Employees involved in green creative behaviors should be rewarded and retained. Training must be provided in order to keep employees abreast of the latest practices for environment conservation. Furthermore, managers should exhibit a green TFL style to advance green management initiatives and fuel green creativity among employees. This study highlights the significance of the synergy between green HR practices and the firm’s green strategies to stimulate employees’ green creativity. Furthermore, green management initiatives were also found to be the contextual precursor of green TFL, which enhances our understanding of the green TFL style. Lastly, the mediation effect of green TFL implies that it can serve as a proximal HR outcome to implement the organizational green agenda.