Green transformational leadership as a catalyst for sustainable environmental performance through green HRM and innovation

The present study aims to investigate the relationship between green transformational leadership and sustainable environmental performance, with a particular focus on the mediating roles of green human resource management (GHRM) practices and green innovation. Additionally, the study examines the moderating effect of environmental beliefs and values on the relationship between green transformational leadership and both GHRM practices and green innovation. Data for the study was collected from 329 employees working within the construction industry. Structural equation modeling (SEM) was utilized to test the proposed relationships, along with mediation and moderation analysis techniques to assess the direct, indirect, and interaction effects within the model. The results reveal that GTL has a significant positive impact on SEP both directly and indirectly through GI, confirming the mediating roles of these constructs. Furthermore, PEBV significantly moderates the relationship between GTL and GHRM, but not between GTL and GI. These findings indicate that leadership behaviors aligned with environmental values and supported by effective HRM and innovation practices can substantially enhance sustainable performance outcomes. Grounded in the Theory of Reasoned Action (TRA) and the Ability–Motivation–Opportunity (AMO) framework, this study contributes to sustainability literature by proposing and validating a novel mediation–moderation model in the context of Pakistan’s construction sector. The research offers valuable implications for policymakers, managers, and scholars seeking to promote environmental sustainability through leadership, organizational practices, and employee engagement.