How and When Environmental Transformational Leadership Enhances Employee Well-being: a Moderated Mediation Model

Leveraging the Conservation of Resources theory and Job Demands-Resources model, this study explores how Environmental Transformational Leadership (ETL) affects Workplace Well-Being (WWB) through the mediating influence of Work Meaningfulness (WM). Additionally, it examines the moderation effects of Leader-Follower Value Congruence (LFVC) and Person-Group Fit (PGF). Data from 271 US industrial employees spanning multiple management levels reveal ETL's indirect effects on WWB via WM. LFVC serves as a moderating factor, regulating ETL's indirect influence on WWB. Similarly, PGF moderates the relationship between WM and WWB. Strategies that appoint environmentally conscious leaders can enhance WWB through an uplift in WM. Moreover, strengthening LFVC and PGF yields positive results as they augment leadership and reinforce the beneficial ETL-WM-WWB dynamic. The paper concludes with insights for future research, alongside discussions on study limitations and implications.

Automated summary

This study investigates the relationships between Environmental Transformational Leadership (ETL), Workplace Well-Being (WWB), and Work Meaningfulness (WM), while considering the moderating effects of Leader-Follower Value Congruence (LFVC) and Person-Group Fit (PGF). The findings suggest that ETL affects WWB indirectly through WM, and LFVC and PGF moderate these relationships. Appointing environmentally conscious leaders, strengthening LFVC and PGF can enhance WWB by increasing WM.