How Sustainability Leadership Influences Employee Sustainability Behaviour: A Parallel Mediation Model

Purpose: This paper explores the relationship between sustainability leadership (SL) and employee sustainability behaviour (SB) with parallel mediating effects of sustainability orientation (SO) and employee engagement (EE). Design/Methodology/Approach: Based on sustaincentrism theory, the model is tested using structural equation modelling and mediation analysis, with a sample of 347 employees from sustainable companies in India. Findings: The findings suggest a positive relationship between SL and SB. It forwards the role of EE and SO as parallel mediators in affecting the relationship between SL and SB. Originality/Value: This is the first study to examine the role of sustainability leadership on sustainability behaviours via sustainability orientation and employee engagement as parallel mediators. Limitations: The study’s limitations include the use of cross-sectional data, which restricts causal inference between SL and SB, and the reliance on self-reported behaviour measures, which may introduce bias. Practical Implications: The paper provides practical insights for organisations aiming to achieve sustainability through employee behaviour, addressing both theoretical and practical calls to understand employees’ role in corporate sustainability. Keywords: Corporate Sustainability; Sustainability Leadership; Employee Engagement; Employee Sustainability Behaviour; Sustainability Orientation; Sustaincentrism Theory. Citation: Dhanda, U., Chaudhary, P. and Arora, S. (2025): How Sustainability Leadership Influences Employee Sustainability Behaviour: A Parallel Mediation Model. World Journal of Science, Technology and Sustainable Development (WJSTSD), Vol. 20, Nos 1/2, pp. WASD: London, United Kingdom.