主动性
变革型领导
人力资源管理
前因(行为心理学)
概化理论
心理学
背景(考古学)
知识管理
业务
社会心理学
计算机科学
生物
发展心理学
古生物学
作者
Yu Tu,Yiqiong Li,Wenchao Zuo
摘要
Abstract Employee proactive pro‐environmental behavior (PEB) has been increasingly emphasized as an essential behavior benefiting the environment and organizational sustainability. Nevertheless, both scholars and practitioners need a fuller yet nuanced understanding of the antecedents and boundary condition of PEB. Drawing from theories of cue consistency and proactivity, we advance an interaction perspective to explain how environmentally specific transformational leadership (ESTL) as guidance and green human resource management (GHRM) as normative practices interact to arouse employee PEB and how three fine‐grained proactive psychological states of green self‐efficacy, environmental self‐accountability, and environmental passion transmit these effects. Two lab experiments constructively offered causal support for our main hypotheses, and a multilevel, multiphase, and multisource field study verified our integrative model and enhanced the generalizability of conclusions. Results indicated that in addition to the direct positive effects, organization‐level GHRM, and individual‐level ESTL also showed a synergy effect in predicting employee PEB. Three differentiated proactive psychological states positively linked the underlying processes, especially in the high‐GHRM context. The findings highlight a multilevel antecedent framework of employee PEB and provide a useful attempt to answer the lingering debate about interactions between leadership and human resource management systems.
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