In the quest for sustainability, the linchpin of progress is not found in strategy papers or lofty carbon reduction targets, but rather rooted deeply in the tangible behaviours exhibited by organisational leadership. Contemporary research underscores a fundamental truth: employees are markedly more inclined to embrace and enact environmentally responsible actions when their leaders do more than merely voice green principles—they embody them consistently in their leadership style.
Recent empirical evidence derived from a comprehensive survey of hotel employees across the United States reveals that leadership grounded in genuine environmental concern fosters a workplace culture where voluntary green behaviours naturally flourish. These behaviours encompass diverse actions such as diligent waste reduction, prudent resource conservation, and wholehearted participation in sustainability initiatives, all of which far exceed minimal compliance or formal job requirements.
What emerges as pivotal in translating leadership’s environmental intent into staff action is trust—a critical psychological mechanism. The study meticulously documents how employee trust in leaders-powerfully enhances willingness to go beyond obligatory tasks and engage actively in advancing organisational sustainability goals. Trust mediates the relationship between expressed values and actual behavioural changes, positioning it as a core determinant for the success of green leadership.
The concept of environmentally-specific servant leadership, central to this research, introduces a nuanced framework where leaders prioritise serving the environmental good within their organisations. This leadership style is characterized not just by strategic directives but through everyday decisions and visible commitments that reinforce the organisation’s sustainable ethos. It signals to employees that environmental responsibility is not an ancillary concern but a foundational organisational priority embedded within the culture.
Data analysis suggests that authentic sustainability efforts materialise only when leadership actions align with communicated values, creating what could be described as an ‘environmental credibility’ that resonates with employees. Organisations demonstrating consistent and rewarded sustainability behaviours see amplified employee engagement in green activities. This synergy suggests that environmental performance emerges as a byproduct of a congruent cultural climate rather than mere regulatory adherence or technical interventions.
Interestingly, the research also highlights the interplay between leadership influence and employees’ pre-existing environmental values. Leadership does not conjure commitment ex nihilo but rather acts as an activator and legitimiser of the intrinsic values held by staff members. This interplay indicates that successful green leadership must be adept at recognising and mobilising latent environmental commitment within the workforce.
One of the study’s authors, Professor Kirk Chang from the University of East London, emphasizes a candid reality: the survival or failure of an organisation’s sustainability narrative is contingent upon its leaders visibly living these principles. The incongruence between espoused sustainability goals and leadership behaviour inevitably undermines credibility and jeopardises meaningful environmental progress.
Beyond its immediate findings, this research carries profound implications for organisations facing the dual challenges of climate responsibility and scrutiny over greenwashing. It reframes environmental performance from being perceived primarily as a technical or compliance issue to fundamentally a matter of leadership credibility and organisational culture integrity. Mixed signals from leadership regarding sustainability, or efforts treating it as mere window dressing, yield drastically diminished employee participation in green activities.
The research amplifies an emergent consensus that the pathway to authentic sustainability is cultural first and foremost. The alignment of leadership behaviour, employee trust, and organisational climate forms the essential trinity driving successful implementation of green strategies. Without this cultural underpinning, environmental initiatives risk being superficial and failing to translate into real-world impact.
This study’s survey methodology, focusing on frontline hospitality workers, offers a practical lens into how leadership dynamics influence green performance in service-intensive and resource-sensitive environments. Given the hospitality sector’s significant environmental footprint, the relevance of embedding environmentally-specific servant leadership in these settings holds universal lessons across industries aiming for sustainable transformation.
In sum, the journey toward sustainability demands that leaders move beyond rhetoric to embody green values visibly and consistently. Trust forged through genuine leadership behaviour catalyzes employee engagement and embeds sustainability into the organisational DNA, thus transforming environmental ambition into actionable reality.
Subject of Research: The impact of environmentally-specific servant leadership on employee green behaviour and organisational environmental performance.
Article Title: Leadership and green performance: from the perspective of environmentally-specific servant leadership
News Publication Date: 30-Jan-2026
Web References:
References:
Khattak, M. N., Abukhait, R., & Chang, K. (2026). Leadership and green performance: from the perspective of environmentally-specific servant leadership. Journal of Organizational Effectiveness: People and Performance.
Keywords: Sustainability, environmentally-specific servant leadership, green behaviour, employee trust, organisational culture, environmental performance, leadership credibility, hospitality sector.
