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<p>Employee pro-environmental behavior plays a central role in translating organizational sustainability commitments into meaningful outcomes, particularly in ESG-driven industries. While prior research has emphasized the positive influence of green leadership and environmental climate on such behavior, limited attention has been given to how organizational politics may disrupt these mechanisms. This study draws on Social Exchange Theory to examine how perceived organizational politics shape employee pro-environmental behavior through green psychological climate, and how green transformational leadership conditions this process. Using survey data from 672 employees in the Indian IT/ITES sector, the study employs structural equation modeling and conditional process analysis to test a moderated mediation model. Results indicate that perceived organizational politics negatively affects pro-environmental behavior both directly and indirectly by weakening green psychological climate. Green transformational leadership strengthens the relationship between green psychological climate and pro-environmental behavior; however, it does not offset the negative influence of politics. Instead, leadership amplifies employees’ responsiveness to the credibility of environmental climate signals in politicized contexts. These findings extend green leadership and climate research by demonstrating that leadership may intensify, rather than buffer, contextual effects. The study highlights the structural importance of organizational fairness in sustaining environmental engagement beyond leadership-driven initiatives.</p>

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Examining employee pro environmental behavior under organizational politics the conditional roles of climate and leadership

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年7月14日

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  • R. S. Lavanya,
  • G. Sowmya

摘要

Employee pro-environmental behavior plays a central role in translating organizational sustainability commitments into meaningful outcomes, particularly in ESG-driven industries. While prior research has emphasized the positive influence of green leadership and environmental climate on such behavior, limited attention has been given to how organizational politics may disrupt these mechanisms. This study draws on Social Exchange Theory to examine how perceived organizational politics shape employee pro-environmental behavior through green psychological climate, and how green transformational leadership conditions this process. Using survey data from 672 employees in the Indian IT/ITES sector, the study employs structural equation modeling and conditional process analysis to test a moderated mediation model. Results indicate that perceived organizational politics negatively affects pro-environmental behavior both directly and indirectly by weakening green psychological climate. Green transformational leadership strengthens the relationship between green psychological climate and pro-environmental behavior; however, it does not offset the negative influence of politics. Instead, leadership amplifies employees’ responsiveness to the credibility of environmental climate signals in politicized contexts. These findings extend green leadership and climate research by demonstrating that leadership may intensify, rather than buffer, contextual effects. The study highlights the structural importance of organizational fairness in sustaining environmental engagement beyond leadership-driven initiatives.