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<p>Research on organizational attractiveness (OA) has largely focused on potential employees, with limited attention to how current employees perceive their organization’s appeal, especially in developing country contexts. This study examines how ethical leadership (EL) shapes OA through the mediating roles of green human resource management (GHRM) practices and job satisfaction (JS). A survey of 215 employees from Qatari public sector organizations was analyzed using structural equation modeling with SmartPLS. The results reveal that EL positively influences OA, both directly and indirectly, through GHRM and JS, with evidence of sequential mediation. By integrating social exchange theory and supply-value fit theory, the study highlights the mechanisms through which leadership enhances employees’ perceptions of OA. The results provide actionable insights for managers and policymakers seeking to strengthen employer branding, foster JS, and implement sustainable human resource practices to retain talent.</p>

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Ethical leadership and organizational attractiveness: the sequential role of green HRM and job satisfaction among public sector employees

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年12月26日

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  • Abdullah Kaid Al-Swidi,
  • Mohammed A. Al-Hakimi,
  • Ahmed M. Almaweri,
  • Ibraheem Saleh Al Koliby

摘要

Research on organizational attractiveness (OA) has largely focused on potential employees, with limited attention to how current employees perceive their organization’s appeal, especially in developing country contexts. This study examines how ethical leadership (EL) shapes OA through the mediating roles of green human resource management (GHRM) practices and job satisfaction (JS). A survey of 215 employees from Qatari public sector organizations was analyzed using structural equation modeling with SmartPLS. The results reveal that EL positively influences OA, both directly and indirectly, through GHRM and JS, with evidence of sequential mediation. By integrating social exchange theory and supply-value fit theory, the study highlights the mechanisms through which leadership enhances employees’ perceptions of OA. The results provide actionable insights for managers and policymakers seeking to strengthen employer branding, foster JS, and implement sustainable human resource practices to retain talent.