Unraveling the roles of environmental awareness and servant leadership: a study on green HRM and pro-environmental performance in the Indian automotive industry

Purpose This study examines the relationships between green human resource management (GHRM), servant leadership (SL) and pro-environmental performance (PEP) in the Indian automotive industry. Drawing from social cognitive theory and social learning theory, the study investigates the mediating role of environmental awareness (EA) in the relationships between GHRM, SL and task-related and proactive PEP. Design/methodology/approach A purposive sampling method was employed, targeting 13 automotive firms. Data from 317 employees were collected through structured questionnaires. The data were examined utilizing structural equation modeling to test the relationships between variables and to assess the mediating and moderating effects. In our study, we focused primarily on big vehicle manufacturers and the Tier-1 suppliers that serve them since it is reasonable to believe that these businesses take GHRM seriously inside their organizations. Findings The results explain that GHRM substantially improves both task-related and proactive PEP, with EA partially mediating this effect. Additionally, SL plays a moderating role, particularly in fostering proactive PEP and enhancing EA. The practical implications of these findings are addressed in the implications section. Originality/value This study offers a novel contribution by exploring the under-researched context of the Indian automotive industry, specifically focusing on the mediating role of EA and the moderating role of SL in enhancing pro-environmental behaviors. The study introduces new insights into how leadership and EA can amplify the effectiveness of GHRM practices.