How the Psychological Empowerment of Workers Effects the Relationship Between Ethical Leadership and Green Behaviors of Workers

This paper contributes to the literature on ethical leadership and sustainability by highlighting the importance of psychological empowerment as a mediator in this relationship. This model has practical implications for organizations seeking to promote sustainable behaviors among their employees, and can guide future empirical research on the topic. And explores the relationship between ethical leadership, psychological empowerment, and green behaviors of workers. We argue that psychological empowerment of workers can act as a key mediator in the relationship between ethical leadership and green behaviors. Based on the self-determination theory and social exchange theory, we propose a model that highlights the psychological mechanisms underlying this relationship. Specifically, we suggest that ethical leadership can foster a sense of meaningfulness, competence, and autonomy among workers, which can enhance their psychological empowerment. In turn, this psychological empowerment can motivate workers to engage in environmentally responsible behaviors, such as Conversion, Preservation, avoid damage, influence on others, Take the initiative. We also suggest that the strength of this relationship may depend on certain individual and contextual factors. For example, workers with high levels of environmental concern may be more likely to respond positively to ethical leadership and exhibit greater green behaviors. Similarly, organizational factors such as sustainability culture, green training, and rewards for eco-friendly behaviors can amplify the effects of ethical leadership and psychological empowerment on green behaviors.