Pathways to environmental responsibility: unveiling the synergy of leadership, ethics and HRM practices

Purpose This study aims to explore the effect of authentic leadership (AL) and socially responsible human resource management (SR-HRM) on employees’ environmentally responsible behavior (ERB). Additionally, it examines the mediating role of the Islamic work ethic (IWE) and the moderating effect of organizational identification (OI) in this relationship. Design/methodology/approach Using social identity theory, a cross-sectional survey design was adopted. Data were collected from service sector organizations in Saudi Arabia to analyze the direct and indirect relationships between AL, SR-HRM, IWE, OI and ERB. Findings The results indicate that AL has a positive direct effect on ERB. Additionally, SR-HRM influences ERB indirectly through IWE. Furthermore, OI strengthens the relationship between AL and ERB, highlighting its moderating role. Originality/value This research contributes to the literature on sustainability and organizational behavior by integrating leadership, ethics and HRM practices in pursuit of organizational environmental responsibility. This study also provides practical guidance for organizations seeking to enhance sustainability initiatives through ethical leadership and responsible HR practices.