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ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
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Empowering Sustainability: Green Inclusive Leadership Role in
Enhancing Employee Green Behavior in Indonesia
Akhmad Riadi
*
, Catherine Pangestu
*
School of Economics and Management, Nanjing University of Information Science & Technology,
Nanjing, China
*
Corresponding Author
DOI: https://dx.doi.org/10.51244/IJRSI.2025.1210000202
Received: 20 October 2025; Accepted: 28 October 2025; Published: 15 November 2025
ABSTRACT
Due to a rise of climate change and global warming issues, environmental protection became an unavoidable
subject for every single person, including managers and leaders of enterprises. As the biggest source of
environmental destruction, enterprises try to seek ways to reduce the level of environmental deterioration. One
of the strategies employees use is corporate green inclusive leadership. This study analyzes the effect of green
inclusive leadership on employees’ engagement in sustainable practices. Moreover, we also investigate the
mediating effect of both pro-environmental goal clarity and green organizational identification and the
moderating effect of green HRM practices. Using a questionnaire we developed to assess the green
organizational condition, we collected responses from 202 participants in Indonesia. By incorporating the use
of the SEM model and analysis, we found that green inclusive leadership positively impacts employees’
engagement in sustainable practices. Pro-environmental goal clarity and green organizational identification
were also found to be strong mediating factors in bridging the initial effect of green inclusive leadership on
employees’ sustainable practices. Moreover, green HRM practices also enhanced the positive influence of
green inclusive leadership on our mediating factors. Through these findings, this study provides insights on the
development of green managerial practices and green behavior studies in Indonesia, where environmental-
focused goals and strategies in enterprises are still in the beginning stages.
Keywords: Green inclusive leadership, employees’ green behavior, green HRM; environmental goals,
Indonesia
INTRODUCTION
Environmental issues have become prominent and unavoidable subjects to discuss in our modern society.
Currently, more than 99% of the world’s land area is exposed to air pollution (Yu et al., 2023). Additionally,
greenhouse gas emissions continue to increase, with carbon dioxide concentrations exceeding 400 parts per
million in 2023, a new record that highlights the severity of our environmental condition (WMO, 2024). One
hundred companies are reported to be responsible for approximately 71% of global greenhouse gas emissions
(Oldfield, 2022). There have been efforts to reduce the rapid speed of environmental deterioration and climate
change, especially for firms and enterprises, such as waste reduction, sustainable sourcing, annual sustainable
reports, and green inclusive efforts.
Over the years, scholars have tried to investigate and observe the effectiveness of these efforts toward
environmental protection. In particular, they have examined how leaders can play an integral role in addressing
and actively engaging with environmental issues. Leadership based on environmental awareness has proven to
be positively associative with the adoption of green culture and innovation in the workplace (Fan et al., 2023;
He et al., 2023). This could happen if a leader promotes collaboration and inclusion (Zhang et al., 2025),
demonstrates green behaviors (Javaid et al., 2023), and establishes clear goals and strategies (Su et al., 2020).
Leaders who align themselves with environmental protection tend to be more proactive in performing
cooperation with their employees, which, in turn, helps to create a workplace atmosphere that is supportive and
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fosters employees’ comfort and engagement (Ahsan et al., 2024; Iqbal et al., 2020). This environment has led
employees to be more proactive and engaged with their workplace and environmental issues, resulting in
greater participation in green and sustainable efforts (Mirahsani et al., 2024; Li et al., 2023).
Moreover, some studies have explored the different channels in which leaders can influence employees to
engage in sustainable practices ranging from corporate social responsibility, green culture, and employees’
commitment (Faezah et al., 2024). However, most studies have not yet considered how cognitive reception will
influence employees’ actions. Green inclusive leadership needs to implement their environmental protection
action through clear pro-environmental policies and goals. In other words, align the organization with the
leaders’ own environmental values. In this way, employees will be more emotionally and cognitively driven to
engage in green behaviors and sustainable practices (Quan et al., 2022). This assumption is supported by
CognitiveAffective Processing System (CAPS) theory, where cognitive and affective factors within individuals
will result in them performing a certain behavior (Denton et al., 2020). In this study, we are going to
implement the use of CAPS theory to construct our hypotheses framework. This theory offers a unique
perspective on how green inclusive leadership can influence employees’ engagement in sustainable behaviors.
We use mediating variables to represent the cognitive units between green inclusive leadership and employees’
sustainable practices: PR environment clarity and green organization identification. These mediating factors
were previously used by Quan et al. (2022).
In this study, we also use green human resource management practices as a moderating variable. HRM is an
important aspect to observe the effectiveness of leadership within an organization. HRM provides insights for
developing effective and supportive leaders, fostering workplace culture that is positive and productive, and
ensuring employees’ performance and behavior are in accordance with the organizational goals. Some studies
(Darvishmotevali et al., 2022; Li et al., 2023; Quan et al., 2022) also have found that HRM that implements
sustainable values in its practices has a strong positive association with employees’ engagement in sustainable
factors.
There are two contributions that this paper provides. First, by considering the cognitive and psychological
reception of employees, we become one of the few studies that implement CAPS theory to observe the
effectiveness of green inclusive leadership towards the sustainable engagement practiced by employees.
Second, our study focuses on Indonesia, where the environmental awareness and protection in firms and
enterprises are not yet thoroughly explored. With the proposed model we use in this study, we enrich the focus
of sustainable, social behaviors and environmental studies that eventually could become the reference for the
next studies to use.
Furthermore, the rest of the paper will be developed and divided into several chapters. Chapter two will
provide some insights about previous literature and studies that help us to construct the hypothesis in this
paper. Chapter three will provide the information about our data sources, data collection process, and
methodology used in this study. Chapter four will provide the information of our data analysis and results.
Chapter five will be the conclusion and implications.
LITERATURE REVIEW
Green Inclusive Leadership and Employee Sustainable Practices
Green inclusive leadership refers to a particular type of leadership that mixes the inclusive approaches with
environmental and sustainable values in its practices (Zhang et al., 2025). As the word “inclusive” within the
term suggests, this type of leadership is characterized by three elements: openness, accessibility, and
collaboration (Li et al., 2022). Openness symbolizes the engagement of a leader in open communication with
employees in order to ensure inclusion and creative ideas in handling environmental issues. Accessibility refers
to the availability of leader and organizational attributes to support employees to do their tasks in order to
achieve environmental goals within their organization (Mirahsani et al., 2024). Collaboration showcases the
culture that a leader fosters to create a strong camaraderie between employees in pursuit of environmental
goals (Iqbal et al., 2020).
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According to Quan et al. (2022), a green inclusive leader’s collaboration plays a key role in ensuring a
company can achieve their goals in environmental protection. This collaboration can be achieved through the
leader’s influence on employees’ green behaviors. Ren et al. (2024) and Javaid et al. (2023) further explained
that green inclusive leaders encourage employees to actively participate in sustainable practices by
demonstrating PR environmental practices in the workplace, such as energy and water saving, waste reduction
through the use of reusable materials for eating and drinking, and waste recycling. Su et al. (2020) found that
leaders can set clear goals and environmental programs to help employees adopt green behavior more
effectively. Moreover, Ahsan et al. (2024) also found that a leader’s support and encouragement of employees’
innovative ideas resulted in employees’ engagement in actively practicing sustainable acts. Accordingly, we
construct our first hypothesis as follows:
H1: Green inclusive leadership has a significant effect on the increase of employees’ engagement in sustainable
practices
The Mediating Effect of Pro-Environmental Clarity
In Cognitive-Affective Processing System theory, behavior refers to a product of an individual’s interpretation
of certain information that emotionally motivates and stimulates them to do (Denton et al., 2020). The
successful performance of a behavior can only be achieved when the information an individual receives is
effectively encoded. In this theory, the clarity within the information is a key that leads to a successful outcome
of behavior (Dingess et al., 2020). Therefore, in order to make employees engage in sustainable practices,
organizations need to ensure that they have pro-environmental clarity.
Pro-environmental clarity can be understood as the extent to which an individual or a group understands
environmental goals and the necessary steps to take in order to achieve them (Peng et al., 2020). Clear goals,
policies, and procedures provide employees with a clear understanding of their roles in protecting the
environment, fostering a sense of purpose within themselves, and ultimately leading them to take proactive
actions toward environmental protection (Sun et al., 2025). Clear environmental goals also reduce ambiguities
and misconceptions regarding employees’ responsibilities, leading to a more effective implementation of
environmental efforts in the workplace (Quan et al., 2022).
Green inclusive leadership is key in ensuring employees’ pro-environmental clarity. A study by Maqsoom et al.
(2025) found that green inclusive leaders encourage inclusion and active participation in environmental
protection activities, leading to a clear demonstration of pro-environmental behaviors. Mirahsani et al. (2024)
suggest that green inclusive leaders also enhance accessibility through the implementation of policies and
procedures, establishing standards that help employees identify their roles and responsibilities in protecting the
environment. Moreover, Peng et al. (2020) found that leaders who demonstrate green behaviors are open to
collaboration and knowledge sharing, encouraging employees to voice their opinions, suggestions, and
questions regarding their understanding of environmental goals. Based on these explanations, the second
hypothesis is formulated as follows:
H2: Pro-environmental clarity mediates the effect of green inclusive leadership on employees’ sustainable
practices
The Mediating Effect of Green Organizational Identification
Green organizational identification is a term that is used to describe a collective consciousness of an
organization in how they perceive organizational goals aligned with environmental protection efforts.
Companies or organizations perceived as having a high level of green organizational identification place
environmental goals at the forefront and align their practices accordingly (Chang et al., 2019). Within this
environment, employees were also perceived to have a strong sense of connection and awareness regarding
environmental protection (Quan et al., 2022). Unsworth et al. (2021) moreover found that an organization
possessing a “green” image positively influences employees’ sustainable actions. In this organization,
employees are introduced to and actively in touch with a green culture that encourages them to foster a strong
sense of belief in sustainability, leading them to act accordingly.
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In this sense, green inclusive leadership is one of the key attributes for fostering strong green organizational
identification in the workplace. Klein et al. (2013) suggest that leadership style has a strong association with
organizational culture. Green inclusive leaders can foster encouragement where inclusivity and support are
valued and encouraged, which, in turn, significantly boosts the implementation of green practices in the
workplace. In this supportive environment, employees will be inspired to actively engage with organizational
practices and align themselves with organizational goals (Liu et al., 2020). According to Abdou et al. (2023), a
high level of employee engagement leads to a high sense of belonging towards the organization. Thus, enhance
green organizational identification. Accordingly, we construct hypothesis three as follows:
H3: Green organizational identification mediates the effect of green inclusive leadership on employees’
sustainable practices
The Moderating Effect of Green HRM Practices
Green HRM practices refer to a set of human resource management activities integrated with sustainable
values and models. These practices can be reflected through recruitment that also considers candidates’
environmental awareness, employee training that also features environmental issues and strategies, and
employee evaluation that considers the environment and eco-friendly behaviors (Zihan et al., 2024). Green
HRM practices have proven to be very crucial in realizing organizational environmental goals. Through green
recruitment, a company can simultaneously perform sustainable practices through a paperless hiring approach
and advocate for environmental priorities by selecting candidates who possess skills and personalities that
align with environmental values (Jamil et al., 2023). Through training and development, companies can foster
the culture when employees are educated on the importance of environmental protection and sustainable acts,
aligning their individual goals with organizational goals, and actively encourage them to participate in
sustainable practices (Barakat et al., 2023). Through green performance management, employees are
encouraged to engage in ecofriendly practices in the workplace, allowing them to develop habits of green
behavior and shape their mindset toward environmental protection (Alkhozaim et al., 2024).
Fig. 1 Theoretical Framework
Based on several studies, green HRM practices have been found to significantly enhance the effectiveness of
green organizational strategies in improving both organizational and employees’ green performance.
Darvishmotevali et al. (2022) found that green HR practices are significantly associated with employees’
proenvironmental performance. Li et al. (2023) found that green HRM practices, through psychological green
environments, significantly influence employees’ in-role green behavior, supporting the findings of previous
studies. Moreover, Quan et al. (2022) found that green HRM practices also positively moderate the
effectiveness of green inclusive leadership. Accordingly, we construct our fourth and fifth hypotheses as
follows:
Green HRM
practices
Pro-
environme
ntal goal
clarity
Green
inclusive
leadership
Employees’
Sustainabl
e Practices
Green
organizati
onal
identificati
on
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H4: Green HRM practices moderate the effect of green inclusive leadership on pro-environmental clarity
H5: Green HRM practices moderate the effect of green inclusive leadership on green organizational
identification
METHODOLOGY
Samples and Data Collection
In order to collect a sample that is both timely and accurately, this study was conducted by incorporating
realtime investigation and primary data acquired from questionnaire survey. The questionnaire was distributed
to Indonesian employees from February to May 2025 through social media platforms such as Twitter,
Instagram, Facebook, and WhatsApp. In the end, we collected 202 samples that consist of employees from
various organizations in Indonesia. The respondents’ demographic profile is presented in Table 1 below.
TABLE 1 Sample descriptions
Profile
N
(%)
Gender
88
43.6%
114
56.4%
Age
96
47.5%
73
36.1%
28
13.9%
5
2.5%
Education
37
18.3%
124
61.4%
34
16.8%
7
3.5%
Monthly Income
26
12.9%
97
48%
59
29.2%
20
9.9%
Job Tenure
25
12.4%
89
44.1%
52
25.7%
36
17.8%
Measures
To measure our sample data, we create a scenario based on the interaction of factors displayed in the
constructed framework. The structure of this questionnaire was based on Quan et al. (2022). The questionnaire
consists of two sections. The first section consists of respondents’ general descriptions, such as gender identity,
age, job tenure, education, and income level. The second section is the main part, which presents statements
related to the topic of this study. Green inclusive leadership, pro-environmental goal clarity, and green
organizational identification each consist of three questionnaire items. While both HRM practices and
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employees’ engagement in sustainable practices each have 4 questionnaire items. Furthermore, Table 2 below
presents the list of questionnaires used in this study.
TABLE 2 Questionnaire Items
Items
Source
Green
Inclusive
Leadership
(GIL)
(1) The leadership in the organization is willing to discuss with
employees environmental goals at work and new green ways to achieve
these goals
Quan et al.
(2022)
(2) Employees can consult with leaders in the organization about
environmental issues at work
(3) Leaders are willing to listen and deal with employees’ request related
to environmental issues at work
Pro-
Environment
Clarity (PEC)
(1) I am clear about my environmental responsibilities
(2) I have a clear understanding of my environmental objectives
(3) I am aware of the link between my environmental activities and
overall objectives of my workplace
Green
Organization
Identification
(GOI)
(1) I am very aware of the company’s environmental management and
conservative history
(2) I believe that the company has established a clear set of environmental
objectives and missions
(3) I agree with the company’s actions in environmental management and
protection
Green HRM
Practices
(GHP)
(1) The environmental objectives set by company’s management can be
implemented
(2) Company members participate in discussion on environmental issues
(3) Company provides training employees in environmental protection
related knowledge and skills
(4) Employees are well-recognized and rewarded for their environmental
initiatives
Employee
Sustainable
Practices
(EGB)
(1) I will participate in environmental projects
(2) I will save the use of unnecessary electricity and water
(3) I would make suggestions about environmental practices to improve
the environmental performance of the organization
(4) I will throw trash into the trash bin according to their categories
Five-point Likert scale was used in order to better masure and calculate the weight of each items with 1
symbolizes a strong disagreement with the item statement and 5 represent a strong agreement with the item
statement. The use of a five-point Likert scale has proven to be a useful tool, providing a nuanced yet detailed
means of capturing respondents’ opinions and beliefs (Revilla et al., 2014). Thus, we implement the use of a
five-point Likert scale approach to observe the relationship between variables.
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RESULTS
Validity and Reliability Tests
In order to check whether our indicators used within this study are valid or not, we conduct a validity test by
using Cronbach’s alpha. We compare the values of our R
Table
and R
Value
. The value of R
Value
is determined by
using Pearson’s correlation coefficient for a sample size of 202 and a significant level (α) of 0.05. The
following table 3 shows that the R
Value
is higher than R
Table
, indicating that our indicators are strongly valid.
To ensure reliability of the variables used within this study, we also conduct a reliability test by incorporating
the use of Cronbach’s alpha. Table 3 showcases that all of the alpha (α) values of the variables are above 0.70,
displaying a strong level of reliability of all the variables.
TABLE 3 Cronbach’s alpha analysis results
Variable
Item
R.Table
R.Value
Alpha
Green Inclusive Leadership (GIL)
GIL1
0.138
0.5216
0.9733
GIL2
0.138
0.6067
GIL3
0.138
0.5463
Pro-Environment Clarity (PEC)
PEC1
0.138
0.7932
0.9306
PEC2
0.138
0.8245
PEC3
R. Table
0.7974
Green Organization Identification
(GOI)
GOI1
0.138
0.8191
0.9273
GOI2
0.138
0.8410
GOI3
0.138
0.7764
Green HRM Practices (GHP)
GHP1
0.138
0.8117
0.9328
GHP2
0.138
0.8067
GHP3
0.138
0.8233
GHP4
0.138
0.7713
Employee Sustainable Practices
(EGB)
EGB1
0.138
0.8127
0.9289
EGB2
0.138
0.8114
EGB3
0.138
0.8137
EGB4
0.138
0.8063
Model Fit
TABLE 4 Model fit
Fit Indices
Thresholds
Model Value
Favorable
Acceptable
χ2/df
1.00 - 3.00
3.00 - 5.00
2.215
CFI
>0.95
0.90 - 0.95
0.998
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TLI
>0.95
0.90 - 0.95
0.991
SRMR
<0.05
0.05 - 0.08
0.010
RMSEA
<0.05
0.05 - 0.08
0.078
We conducted several measurement tests in order to check whether our constructed SEM model is appropriate
and compatible with our sample data. The fitness of the model was measured by several goodness-to-fit tests,
such as chi-square, CFI, SRMR, RMSEA, and TLI. After checking the comparative fitness, incremental
fitness, root mean square error, root mean square residual, and chi-square to the degree of freedom, we
conclude that the model used in this study is strongly fit for our sample data and the relationship between
variables is reliable. The detailed result is showcased in table 4.
Path Analysis
Through the use of the SEM model, we conducted simultaneous equations. By using these simultaneous
equations, we can analyze the causal relationship between variables and check our hypothesis. In the following
Table 5, we can see that GIL has a positive and significant association with both PEC and GOI at the 1% level.
At the same time, GOI and PEC are also significantly associated with EGB at the 1% level, suggesting that H1
hypotheses are supported by the finding.
Moreover, the use of Hayes’ Process program and the Bootstrap method is also used to determine whether
PEC and GOI are effectively mediating GIL and EGB within this model. In Table 6, after running our
bootstrap sample 5000 times, we found that GOI and PEC have strong mediating effects. PEC indirectly
affects the relationship between GIL and EGB of 0.477 with a 95% CI of 0.348 and 0.607, and the confidence
interval does not include zero. Therefore, H2 is accepted. GOI was also found to possess an indirect effect
between GIL and EGB of 0.275 with a 95% CI of 0.161, 0.390; and the confidence interval does not include
zero, indicating that H3 is also accepted. Furthermore, through the double-mediation comparison model, we
also found that the estimated value of the combined mediators is 0.753 with a 95% CI of 0.577, 0.930,
indicating a strong mediating power of both PEC and GOI.
TABLE 5 Path analysis results
Structural paths
Coefficient
p values
Significant
GIL → PEC
0.833
0.000
***
GIL → GOI
0.144
0.009
***
GIL → EGB
0.781
0.000
***
PEC → EGB
0.591
0.000
***
GOI → EGB
0.337
0.000
***
TABLE 6 Mediating effect analysis results
Coefficient
Standard
deviation
p values
Lower
limits
Upper limits
GIL → PEC → EGB
(a)
0.477
0.066
0.000
0.348
0.607
GIL → GOI → EGB
(b)
0.275
0.058
0.009
0.161
0.390
(a,b)
0.753
0.090
0.000
0.577
0.930
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Moderating Effect Analysis
By using hierarchical regression, the significance of green HRM practices as a moderator is analyzed and
observed. The following Table 7 presents the results of the moderating effects using hierarchical regression
analysis. Moreover, to prevent multicollinearity that may arise during our analysis, we standardized both the
mean of GIL and green HRP.
According to the results displayed in table 7, we found that green HRM practices (GHP) strongly moderate the
effect of GIL towards PEC and GOI. As models (1), (2), and (3) suggest, the inclusion of GIL, GHP, and the
interaction term between GIL and GHP significantly increases the R-squared value, indicating that GHP
enhances the effect of GIL in improving employees’ pro-environmental goal clarity. On the other hand, (4), (5),
and (6) show that the addition of GL, GHP, and the interaction term of GIL and GHP also significantly increase
the quantity of R-squared, indicating that GHP also enhances the influence of GIL in increasing organizational
identification towards environmental protection and sustainable commitment. Thus supporting both H4 and
H5.
TABLE 7 Hierarchical regression analysis results
Variables
PEC
GOI
1
2
3
4
5
6
Gender
-0.0465
-0.0204
-0.0231
0.000295
0.0246
0.0220
Age
0.0576
0.0486*
0.0286
0.0320
0.0223
0.00308
Education
0.0906*
-0.0470
-0.0424
-0.0671
-0.0255
-0.0210
Income
0.0295
-0.0330
-0.0237
0.0500
0.00100
0.00990
Tenure
-0.0256
0.0102
0.0140
-0.0205
0.00426
0.00786
IL
0.576***
1.729***
0.469***
1.574***
GHP
0.351***
1.430***
0.434***
1.468***
IL×GHP
0.288***
0.276***
Observations
202
202
202
202
202
202
R-squared
0.026
0.683
0.717
0.012
0.636
0.669
CONCLUSION AND IMPLICATIONS
According to the results found in empirical analysis, we propose several key findings. First, green inclusive
leadership found to have positive and significant impacts on employees’ engagement in sustainable practices.
Second, both green organizational identification and pro-environmental goal clarity are key factors mediating
green inclusive leadership and sustainable practices performed by employees. Last, green HRM practices
enhance the positive impact of an environmental-based leadership style on pro-environmental goal practices
and green organizational identification.
Based on these findings, this study provides practical implications for firms in adopting and enhancing green
behavior and performance. First, leaders and managers need to develop skills and knowledge about
environmental issues and practices, encourage open communication and collaboration, encourage employees’
participation in creating green innovation and voicing new ideas, and actively participate and demonstrate
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green behavior in the workplace. Second, training in encouraging open communication and knowledge on
environmental protection and sustainable practices is crucial for managers and leaders. By incorporating this
type of training for the higher-ups, they could foster green behaviors themselves and become the example that
employees can refer to. Third, the implementation of environmental values in HRM practices, such as green
recruitment, green performance evaluation, employee green behavior recognition, etc., needs to be actively
encouraged. Fourth, firms should clearly establish environmental goals, standards, and procedures to ensure
clarity for employees to identify their roles and responsibilities.
Overall, this study gives valuable insights that are both timely and integral to further increase the awareness of
environmental issues and their practices. However, limitations need to be addressed in order to give a better
direction for future research. First, this study emphasizes more on the cognitive-affective relationship between
leadership and employees’ behavioral patterns. Therefore, individual factors become the most prominent
aspect, while other aspects, such as the institutional aspect, are not thoroughly explored. Second, the
questionnaire was also constructed with a limited amount of items per one aspect; therefore, the observation
found in this study only applies to specific conditions informed within the questionnaire. These will be the
priority for future study to explore in order to broaden and widen our understanding of green behavior and its
influence on firms’ environment and prospects.
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