Eco‐helping behavior for a better sustainable world: Do eco‐centric leadership and green psychological climate matter?

Abstract In‐role and pro‐environmental behaviors are perhaps widely studied domains as an outcome of environmental leadership in the field of organizational behavior, yet there is an exiguity of research regarding the impact of eco‐centric leadership on a new dimension of environmental behaviors‐eco‐helping behavior. Based on the tenets of the value‐belief‐norm theory, this study investigates the association between eco‐centric leadership and eco‐helping behavior as well as moderating role of green psychological climate in the hypothesized relationship. Convenience sampling was employed to collect the cross‐sectional data from employees of a wide range of industries in Bangladesh. The findings revealed that eco‐centric leadership influences ecological attitude, in turn affecting eco‐helping behavior in a fully mediated mechanism. However, leadership style appeared not to directly influence the employees' eco‐helping behavior. In addition, favorable intervention from green organizational climate seems to have strengthen the influence of eco‐centric leadership on eco‐helping behavior. This study seeks to shed light on how organizations in developing economies can minimize environmental degradation through the ecological behavior of their employees, guided by ecological leadership. Theoretical contributions, managerial implications, and future research direction are also incorporated.