Erica Carleton

Uncovering How and When Environmental Leadership Affects Employees’ Voluntary Pro-environmental Behavior:

Environmental sustainability at the firm level is largely shaped by and dependent on individual-level pro-environmental behavior. Accordingly, investigating the antecedents of employees’ environmentally friendly behavior has become the focus of much scholarly inquiry. Research in this area has identified environmentally specific transformational leadership as an important antecedent. Little is known, however, about the mechanisms through which this type of leadership affects employees’ voluntary pro-environmental behavior, and the conditions under which any such effects are enhanced or attenuated. The present research sought to fill this gap. Data from 125 employee dyads revealed that environmentally specific transformational leadership directly and indirectly affects employees’ voluntary pro-environmental behavior, and the indirect effect is only present for employees who are moderate, high, and very high in environmental locus of control. Theoretical and practical implications are discussed.

Leaders’ trait mindfulness and transformational leadership: The mediating roles of leaders’ positive affect and leadership self-efficacy.

Long a focus of research on psychological well-being, mindfulness is now attracting empirical interest in the organisational sciences and we investigate whether and how leaders’ trait mindfulness is associated with transformational leadership. Drawing upon mindfulness and social learning theories, we hypothesise that leaders’ trait mindfulness is associated indirectly with transformational leadership and that leaders’ positive affect and leadership self-efficacy beliefs mediate this relationship. Using serial mediation procedures in PROCESS 3.0, multisource data from 183 leader-follower dyads showed that the effects of leaders’ trait mindfulness on transformational leadership were mediated by leaders’ positive affect and leadership self-efficacy beliefs, after controlling for leaders’ age and negative affect. Conceptual, methodological, and practical implications are discussed. Depuis longtemps un sujet des recherches sur le bien-être psychologique, le concept de la pleine conscience suscite maintenant l’intérêt de chercheurs empiriques dans les sciences de l’organisation. Nous cherchons à déterminer dans quelle mesure et de quelle façon la caractéristique de la pleine conscience chez les leaders serait associée au leadership transformationnel. En nous fondant sur les théories sur la pleine conscience et la socialisation, nous formulons l’hypothèse que la caractéristique de la pleine conscience chez les leaders est indirectement associée au leadership transformationnel, et que l’affect positif des leaders et les croyances d’auto-efficacité du leadership influent sur cette relation. Au moyen de procédures dans le PROCESS 3.0 pour l’analyse de l’effet, des données de multiples sources sur 183 dyades leader-adepte ont révélé que les effets de la caractéristique de pleine conscience des leaders sur le leadership transformationnel étaient influencés par l’affect positif des leaders et les croyances d’auto-efficacité du leadership, en ayant tenu compte de l’âge des leaders et de l’affect négatif. Les répercussions sur les plans des concepts, de la méthodologie et de la pratique sont mises en relief.