Sustainable Leadership, Green Human Capital, and Green Behaviour Shape Employee Sustainable Performance
DOI:
https://doi.org/10.70550/joseb.v3i3.701Keywords:
Sustainable Leadership, Green Human Capital, Green Behaviour, Employee Sustainable Performance, Partial Least SquaresAbstract
Objectives: This study examines how sustainable leadership and green human capital relate to employee sustainable performance, directly and through green behaviour, among Bank Indonesia employees.
Methodology: A quantitative cross-sectional survey was completed by 140 purposively selected employees from a population of 215. The measurement and structural models were assessed with partial least squares structural equation modelling.
Findings: Sustainable leadership had a positive direct effect on employee sustainable performance (β = 0.605; t = 11.138), whereas the direct effect of green human capital was not supported (β = 0.050; t = 0.552). Green behaviour positively affected performance, and both antecedents positively affected green behaviour. Green behaviour did not mediate the leadership–performance relationship (p = 0.133) but mediated the green human capital–performance relationship (p = 0.019). The model explained 69.2% of performance and 65.1% of green behaviour. Reliability was strong, although recomputed average variance extracted values for sustainable leadership and green behaviour were below 0.50.
Conclusion: Leadership is associated directly with sustainable performance, while green human capital appears to operate primarily through enacted green behaviour. The measurement limitations warrant cautious interpretation and revalidation.
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