Unlocking job performance: the role of transformational leadership, AMO framework and green HRM

Purpose This paper aims to investigate a relatively less explored relationship of transformational leadership (TL) on job performance (JP) via Green Human Resource Management (GHRM) and the Abilities, Motivation and Opportunities Enhancing Practices (AMO) as mediators between TL and JP. Design/methodology/approach A quantitative survey method was employed, collecting data from 211 full-time middle-level managers from Pakistan’s telecom sector. The data were analyzed using SmartPLS 4.0 and SPSS. Findings The study’s findings show that TL has a substantial impact on both AMO practices and GHRM. Furthermore, the results suggest that GHRM and AMO have a direct and positive influence on JP. The AMO practices mediate the relationship between TL and JP. However, GHRM did not act as a mediator in the relationship between TL and JP. Practical implications The research provides useful recommendations for the telecommunications industry in Pakistan. Practitioners can effectively incorporate the AMO framework’s principles and GHRM into leadership training programs to empower leaders in fostering a supportive environment that promotes superior JP. Originality/value This research not only contributes to the existing body of knowledge on TL and JP, but it also sheds light on how middle-level managers in Pakistan perceive the effectiveness of this process. The findings emphasize the importance of developing strong leadership skills to positively impact GHRM and related practices like abilities, motivation and opportunities for telecommunication employees. Such efforts can ultimately enhance their JP.