GREEN LEADERSHIP AND SUSTAINABILITY CHANGE PROGRAMS ON PRO-ENVIRONMENTAL BEHAVIOR: GREEN SELF-EFFICACY AS MEDIATOR
DOI:
https://doi.org/10.70248/jmie.v4i1.4704Abstract
Employee green behavior is well documented in manufacturing and hospitality, yet remains largely unexamined in central banking, where sustainability mandates are institutional while daily practice stays discretionary. This study examines how Green Leadership Style (GLS) and Sustainability-Based Change Programs (SBCP) shape the Pro-Environmental Behavior (PEB) of Generation Z employees, and how far that influence operates through Green Self-Efficacy (GSE). Seven hypotheses derived from the Resource-Based View, Social Exchange Theory, and Social Cognitive Theory were tested using an explanatory cross-sectional design. Primary data were collected from 230 Generation Z employees at the Head Office of Bank Indonesia and analyzed with Partial Least Squares Structural Equation Modeling. All seven hypotheses were supported. Green self-efficacy emerged as the strongest direct predictor of pro-environmental behavior, ahead of change programs and leadership, and it complementarily partially mediated both organizational paths. The findings indicate that leadership role modeling and structured change programs translate into everyday green habits mainly when they build employees' confidence in their own capacity to act. The study contributes theoretically by positioning green self-efficacy as a mediating rather than moderating mechanism within an integrated three-theory framework, and by extending employee green behavior research to a central bank and a Generation Z workforce. For central banking institutions, the results imply that the Green Central Bank agenda should be governed as a capability-building programme.
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