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Environmental Studies
Studies reveal a robust connection between generative leadership and sustainable performance. Furthermore, green passion and green work behavior are found to partially mediate the relationship between generative leadership and sustainable performance. These findings empirically endorse the significance of generative leadership in instituting sustainable practices in the tourism industry, as well as the role that employee attitudes and behaviors play in mediating this relationship.
- sustainable performance
- generative leadership
- green work passion
- employee green behavior
- tourism and hospitality industry
1. Introduction
Every year, over 8 million tons of plastic end up in our oceans, choking marine life and altering delicate ecosystems [1]. Meanwhile, our forests, the lungs of our planet, are disappearing at an astonishing rate of 15 billion trees per year [2], and the global average temperature continues to rise, fueling extreme weather events and jeopardizing the stability of our climate [3]. These challenges, from pollution and biodiversity loss to public health crises and ozone layer depletion, are not mere abstractions; they are pressing issues that demand our immediate attention. Consequently, it is crucial to delve deeper into these problems and put policies in place to lessen the negative effects of these challenges, which include pollution, acidification of oceans, loss of biodiversity, difficulties in public health, ozone layer depletion, deforestation, and global warming [4,5]. These issues have a substantial impact on both developed and developing economies [6]. Developing countries, such as Pakistan, are predominantly exposed and susceptible to the repercussions of environmental degradation, including threats to biodiversity and the aggravation of environmental concerns such as deforestation, water and pollution, global warming, and land degradation [6]. The more knowledgeable the general public becomes about these issues, the more concerned they become about their environment. They become more mindful of their purchase decisions with an urge to reduce the negative environmental impact. This, in turn, is motivating the companies to produce eco-friendly products [7]. In this vein, it is crucial for businesses to enthusiastically devise environmental management strategies to create and sustain a positive image and gain a competitive advantage in the marketplace.
This imperative is further underscored by the escalating climate change, where sustainability has become a paramount concern for both society and businesses [8,9,10]. Brundtlund [11] contends that sustainability revolves around satisfying the requirements of contemporary organizations while making sure that future generation can fulfill their own needs. As a result, business organizations have undergone considerable transformation, shifting away from a singular focus on profit maximization to a triple-bottom-line approach that prioritizes people, profit, and the planet [12]. Sustainability programs are widely recognized as a crucial aspect of strategic development by leading corporations, as they provide a unique competitive advantage while ensuring environmental conservation and promoting social welfare besides economic performance [8,13].
This perspective shift is reflected in the evolving priorities of decision makers who have traditionally focused on the economic aspect of sustainability. Presently, there has been an elevating stress on the environmental aspect, particularly through the analysis of environmental life cycle impacts [14]. However, while legislative issues and human safety and health have received considerable attention, the social dimension of sustainability has not been defined well and has often been given less attention by researchers. Furthermore, ethical and cultural considerations, which are equally important components of social sustainability, have been ignored and have not received the attention that they deserve [14,15]. The Brundtland [11] report acknowledges that developing countries face considerable pressure to utilize their natural resources for economic benefits and highlights the problems these countries face when their economies heavily rely on these resources. However, the report also suggests that these countries often neglect the social effects of their actions. The literature on the social aspect of sustainability, particularly focusing on the health and well-being of stakeholders, is rare.
Developing and maintaining sustainable operations can be challenging and requires the collaboration and commitment of all stakeholders [18]. Sustainability entails balancing social, ecological, and environmental goals, which may lead to differing perspectives and opinions among employees, who play an essential role in enhancing individual and organizational performance [19,20]. Achieving sustainability involves taking actions with uncertain outcomes, and a willingness to take risks can support SP [21]. The level of risk tolerance within organizations is influenced by both organizational strategy and resources, as well as the mindset and perspectives of employees [22]. Thus, leadership and employees need to share common environmental and social goals to effectively promote sustainable development [23].
Leaders within an organization play a critical role in the pursuit of sustainability by developing and implementing strategies, acquiring and utilizing necessary resources, and motivating staff to strive toward the attainment of sustainable goals and organizational objectives [19]. They are responsible for demonstrating sustainable ideas and motivating employees to indulge in environmentally responsible behaviors that advance sustainability performance and enhance the organization’s competitive advantage [24]. A leadership style that embodies the apt attributes can meaningfully boost an organization’s capacity and capability. It fosters the cross-learning of employees and establishes voluntary environmental behaviors, values, and norms. Collectively, these factors contribute to superior financial, environmental, and social performance [25,26].
Although there is a widely recognized impact of leadership style on the different dimensions of organizational performance, there is a significant lack of research on the influence of leadership style on strategic performance in ambiguous, volatile, and uncertain situations [27]. The existing literature primarily focuses on responsible leadership [28], sustainable leadership [19,28], and ethical leadership [29] and their influence on sustainable performance. Nonetheless, it is important to recognize that certain leadership styles may not be optimal in contexts of uncertainty, ambiguity, and volatility [25,27,30,31]. In this regard, Bushe [27] and Surie and Hazy [30] propose that the generative leadership (GL) style is particularly well suited for such circumstances. The reason is that organizational environmental performance is highly dependent on the mindset and behavior of employees, and a GL understands that organizations consist of ongoing conversations; to address intricate issues, it is necessary to transform these conversations and the underlying beliefs that individuals hold. They are attuned to this sensitivity towards the power of language and discourse [26,30]. Since the tourism sector of Pakistan is facing high volatility, uncertainty, and ambiguity due to various challenges, such as security concerns, political instability, natural disasters, and changing global economic conditions [16,17], these challenges create a complex and unpredictable environment that makes it difficult for tourism and hospitality leaders to plan and operate effectively. Moreover, the COVID-19 pandemic has created unprecedented volatility, uncertainty, and ambiguity for the tourism and hospitality industry of Pakistan, as it has globally [32,33,34].
2. Generative Leadership and Green Work in Pakistan’s Tourism
2.1. Generative Leadership
GL is a unique leadership style operating to build a future that is different and healthier than the present [43]. It is distinguished by an emphasis on generating new possibilities, generating innovation, and enhancing the ability of individuals and organizations to meet future challenges and issues [30]. GL embodies a forward-thinking proactive approach and focuses on creating a vision for the future and then endeavoring to manifest that vision. GLs are identified by their skill in motivating and inspiring others and cultivating a sense of shared purpose among the members of the team. They establish an environment conducive to learning and growing, dedicated to the improvement of the talents and skills of team members to help them achieve their objectives [31]. In the present-day context, the GL is a leader who drives companies to adapt and respond to the volatile environment by enhancing innovation, learning, and experimentation as well as by creating a culture of adaptation and resilience [27,30,31], while the conventional models of leadership usually emphasize upholding the status quo and achieving short term goals and objectives. The GL emphasizes building a better future for their organization and for the broader society.
In contemporary organizations, GL has become indispensable in modern businesses, as there is a shift toward sustainable business approaches and away from corporate self-interest [43]. Today’s complex transnational challenges, such as climate change, scarcity of resources, and social disturbance, cannot be tackled by political institutions alone. Therefore, businesses need GL to balance short-term and long-term goals and generate value for various stakeholders [26,27]. GL is especially relevant in complex situations where rapid change and uncertainty are prevalent, and the emphasis is on the process rather than predetermined outcomes [30]. In a complexity science context, any form of leadership, including GL, must be implemented in a way that takes into account the impact on the simple, local rules that govern interactions among agents [27].
While GL has recently been recognized for its pro-environmental behavior [26,44] and promotion of innovation [31], research is relatively silent on exploring the role of GL in organizational SP. Furthermore, the process that leads GL towards organizational SP is still not fully explored.
2.2. Sustainable Performance
SP denotes the ability of an organization to balance social, economic, and environmental objectives to create value for its stakeholders in the long term [45,46]. This strategy approach goes beyond conventional financial performance indicators and takes into account a variety of elements, including governance, environmental influence, and social responsibility [47]. Organizations that place a high priority on SP are concerned with creating value in a way that is socially responsible while ensuring long-term financial stability. When it comes down to it, SP is frequently measured using key performance indicators (KPIs) such as energy efficiency, carbon footprint, community impact, and employee engagement [14]. Organizations may also report on their SP and compare it to other companies using systems or mechanisms like the Global Reporting Initiative (GRI). SP is a method for businesses to achieve long-term value for their stakeholders by harmonizing and combining economic, social, and environmental goals into their decision making and operations.
SP in the tourist sector refers to balancing economic, environmental, and social issues to maintain survival and prosperity in the long term. Economic sustainability centers on the industry’s economic health and profitability [48]. This involves lowering costs via resource efficiency and waste reduction, as well as boosting local economies by purchasing goods and services locally [49]. Environmental sustainability entails lowering the environmental effect of industry [10]. This covers things like lowering carbon emissions, preserving water and electricity, and decreasing waste. Tourism may also help conservation efforts by encouraging sustainable travel behaviors, supporting protected areas and species, and mitigating the detrimental impact of tourism on natural resources [50]. In contrast, social sustainability entails considering the effects of tourism on local populations [51]. This includes the promotion of local cultures and history, the provision of just and equal salaries and humane working conditions for employees, and ensuring that the benefits and perks of tourism are distributed among the local communities [52,53]. Additionally, by creating employment, offering education and training, and promoting cross-cultural exchange, sustainable tourism may catalyze societal development. Through this balance of social, environmental, and economic factors, the tourist sector may secure its long-term survival while contributing to sustainable development.
2.3. Generative Leadership and Sustainable Performance
Generative leadership (GL) is a leadership style that centers around the creation of new and innovative solutions to problems. It encourages creativity, experimentation, and collaboration and allows employees to take ownership of their work [30]. The tourism industry encounters a range of complex challenges concerning sustainability and needs this style of leadership [25,26]. By encouraging an innovative and cooperative culture, generative leadership may help tourism businesses create and put into practice sustainable practices that enhance economic, environmental, and social performance [26]. For instance, by creating an environment in which employees draw fresh concepts and solutions, GL may help tourism organizations remain competitive and adjust to shifting market conditions. This can, in turn, lead to higher sales, profit, and market share. GL may also assist tourism-related businesses in adopting sustainable practices such as waste reduction, energy conservation, and environmental impact reduction through encouraging sustainability and environmental responsibility. This can assist tourism companies in lowering their carbon footprint and aid in the protection of ecosystems and natural resources.
GL can also have a positive effect on the social performance of tourism enterprises by fostering a culture of inclusivity and social responsibility. GL can encourage employees to engage in social initiatives such as supporting local communities, promoting cultural heritage, and creating avenues for disadvantaged groups. This can aid tourism enterprises to nurture positive relationships with their stakeholders, enhance their reputation, and contribute to the social development of their destinations. From the perspective of social learning theory (SLT) [37], employees perceive their leaders as role models and tend to emulate their actions, values, and behavior aimed toward the cultivation of environmental behavior within the organization [54,55]. The leader assumes a critical responsibility in several aspects, such as modeling desirable conduct that inspires followers to exhibit constructive behaviors, advancing ecological benchmarks, and prioritizing environmental responsibilities that assist organizations in developing and executing sustainable strategies. They emphasize the importance of environmental stewardship and inspire participation in environmentally friendly initiatives [26,56]. Leaders who possess a high degree of generative concern are actively engaged in fostering cohesion, the restoration of ecological systems, and the well-being of future generations [27,57].
2.4. Generative Leadership and Employee Green Work Passion
Employee GWP may be positively impacted by GL by offering a feeling of purpose, meaningful work, and possibilities for growth and development in terms of environmental sustainability. For example, GL develops a common vision for a sustainable future that employees can be excited about and have a sense of purpose in working towards [58]. GL may establish a feeling of shared purpose and encourage workers to work together to achieve a common objective in terms of environmental sustainability by incorporating them into the visioning process and motivating them to take ownership of the vision. Furthermore, GLs promote a culture of innovation [26,30], experimentation, and learning, which may offer employees meaningful work related to environmental sustainability [30]. Generative leaders may offer chances for employees to learn and grow by pushing them to think creatively and take risks, which can enhance their engagement and enthusiasm for their green jobs [26]. GLs emphasize developing workers’ future capacity for environmental sustainability through training, mentorship, and career development opportunities [27,58]. By investing in their workers’ development, GLs may foster a sense of empowerment and ownership among employees, increasing their engagement and passion for their green jobs. Furthermore, GLs recognize and promote employee contributions to environmental sustainability projects, providing a culture of recognition and gratitude that can inspire workers to continue to engage in their green work with zeal [25,59]. By providing a common vision, promoting chances for creativity, learning, and growth in connection to environmental sustainability, and recognizing and rewarding employee contributions to sustainable activities, scholars believe that GL may play a vital role in boosting employee green work passion. This argument is reinforced by SLT, which holds that people learn by seeing and imitating the behavior of others, and leaders act as important role models for their workforce [37]. Therefore, the behavior and attitudes of leaders towards their work can have a significant impact on the work passion of employees. Leaders who are passionate about their work model a positive attitude and behavior towards work, which employees are likely to imitate [42,54,60]. When leaders demonstrate a high level of engagement and commitment toward sustainability, employees are more likely to develop similar attitudes and behaviors. Additionally, when leaders are perceived as credible and competent, employees are more likely to be motivated to imitate their behavior and attitudes.
2.5. Generative Leadership and Employee Green Behavior
GL, which is characterized by a focus on creating new possibilities and fostering collaboration [30,43,61], can have a positive impact on EGB. A culture of environmental responsibility and awareness can be developed within the organization when leaders set an example and encourage ecologically friendly practices [62]. This may encourage workers to engage in more eco-friendly habits, including recycling, conserving energy, and using eco-friendly products [26,63].
Furthermore, GL can also create various opportunities for employees to be a part of green projects and initiatives. These socially responsible behaviors can elevate employees’ sense of ownership and their commitment to sustainability. In addition, by educating and training employees on green practices, GL can help them understand the importance of their actions, in turn making them adopt sustainable behaviors. This coheres with SLT, which advocates that individuals learn and adopt behaviors by observing others and imitating their actions [37]. Employees may be more inclined to notice and imitate their leaders’ ecologically beneficial actions in a GL environment, which could result in a rise in green behavior across the workforce. Additionally, GL can also promote the development and implementation of new environmentally friendly policies and practices, further encouraging EGB.
2.6. The Mediating Role of Green Work Passion
GL, which is characterized by creating positive change and growth, can promote SP by providing a clear vision and direction for sustainable practices and by fostering a culture of innovation and continuous improvement [25,31,63,64]. Employee GWP, on the other hand, refers to an individual’s emotional attachment to environmental issues related to their work [38,39]. This emotional connection and attachment tends to boost an employee’s urge to engage in sustainable behaviors and can result in greater commitment to SP. In this way, employee GWP may act as a mediator between GL and SP. GL can provide the direction and motivation for sustainable practices [25,63], while employee GWP can provide the emotional drive and commitment to implement these practices. Together, GL and employee GWP may likely work in synergy to enhance SP within an organization.
In terms of SLT [37], employee GWP can mediate the connection between GL and organizational SP by influencing the process of learning and internalizing sustainable behaviors and attitudes. GL can offer possibilities for workers to learn about and put sustainable habits into practice since it acts as a paradigm for such attitudes and conduct [58,65,66]. Yet, the internalization of sustainable attitudes and actions is more likely to take place when staff members have a strong emotional connection to environmental challenges connected to their jobs [39]. While it improves their willingness to engage in sustainable behaviors and may result in a larger commitment to SP, this emotional attachment, or GWP, may further drive workers to adopt and internalize sustainable behaviors and attitudes and thus may be likely to contribute to sustainable performance.
2.7. Employee Green Behavior’s Mediating Role
GL is said to promote EGB because of its focus on promoting growth and development and a bright future [25,27,57]. As a result, the organization’s SP is enhanced. In other words, GL fosters an atmosphere that motivates staff to act in ways that advance sustainability, which ultimately raises SP for the whole company. Moreover, scholars argue that EGB, like lowering energy usage or introducing sustainable practices, may have a favorable effect on an organization’s SP. This is so that the company may lessen its environmental effects and raise SP by empowering and encouraging its employees to engage in environmentally responsible conduct. Furthermore, encouraging environmentally responsible behavior among employees can increase their sense of commitment and involvement [42,67], which ultimately may result in increased organizational SP. EGB may help a company lessen its environmental effects, which is important for SP. EGB may also result in a drop in the cost for the business, such as energy conservation, management of waste, paperless initiatives, and water conservation, which may not only contribute to environmental sustainability but may also lead to better financial performance. In addition to environmental and financial performances, the tourism industry can improve its social performance by fostering sustainable destination practices, engaging with local communities, conserving the environment, preserving local cultures, collaborating with stakeholders, and implementing responsible employment practices.
Furthermore, SLT [37] also supports the argument by stating that employees learn and adopt new behaviors, such as green behaviors, through observing and imitating the actions of their leaders and peers. SLT suggests that if employees observe and imitate the green behaviors of their leaders and peers, they are more likely to adopt these behaviors themselves. Additionally, if the organization rewards and recognizes green behaviors, employees may probably continue committing to those behaviors that might lead to SP. In this sense, EGB can be seen as a mediating factor that helps to link the relationship between GL and sustainable performance by inspiring and permitting individuals to take actions that contribute to the organization’s goals of sustainability.
2.8. Social Learning Theory
The social learning theory, often associated with the work of Albert Bandura, is highly relevant in the context of various studies, particularly those related to human behavior, education, and social influence. This theory posits that individuals learn by observing and imitating the behaviors, attitudes, and actions of others within their social environment. It suggests that people acquire new knowledge and skills not only through direct experiences but also through observing others and the consequences of their actions.
The social learning theory can be a valuable framework for understanding how individuals in the tourism industry acquire and implement sustainable practices. It highlights the importance of role models, social interactions, and the broader social context in shaping behavior and attitudes related to sustainability. Researchers can use this theory to analyze the dynamics at play and make recommendations for fostering sustainable practices within the industry.
This entry is adapted from the peer-reviewed paper 10.3390/su151914139
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