Although previous research has highlighted the positive effect of leaders’ voluntary workplace green behavior, limited research attention has been given to empirically testing how and when such behavior produces trickle-down effects. Taking a role model perspective and drawing on social identity theory, this research aims to fill this gap by proposing and testing the mechanism and boundary conditions of the influencing processes whereby leaders’ VWGB can trickle down to employees’ pro-environmental behaviors. By theorizing a moderated mediation model, the current research (...) empirically examines the hypotheses by conducting a hierarchical regression analysis. We employed a survey questionnaire research design to collect two waves of multisource data. The data used in the analysis are from survey responses of 313 subordinate-supervisor dyads at two different time points. The results show that leaders’ VWGB can have a trickle-down influence on employees’ task-related pro-environmental behavior and proactive pro-environmental behaviors through their green self-identity and that this trickle-down effect is greater among employees with higher green climate perceptions. Our results reveal the intervening mechanism and boundary condition of leaders’ VWGB by conducting a systematic examination of how this effect trickles down. (shrink)

Faced with increasing global environmental problems, organizational scholars and practitioners have increasingly considered how to promote employee pro-environmental behavior. This research seeks to expand our understanding of the facilitators of employee pro-environmental behavior from the perspective of leader expectations. Drawing on behavioral confirmation theory, we propose that leader pro-environmental expectations are expressed in active support for the environment, which subsequently facilitates employee pro-environmental behavior, thus rising to meet the leader's initial expectations. Furthermore, we argue that the above relationship becomes stronger (...) with the increase in employees' pro-environmental self-expectations. Based on data from 197 leader-employee dyads, the results of regression analysis showed that leader pro-environmental expectations are positively related to employee pro-environmental behavior via demonstrated leader support for the environment, and this indirect relationship is positively moderated by employee pro-environmental self-expectations. When an employee holds high pro-environmental expectations for himself or herself, a leader with high pro-environmental expectations will render support for the environment, which ultimately increases employee pro-environmental behavior. Our findings highlight the relevance of incorporating behavioral confirmation theory into the pro-environmental behavior literature and provide valuable insights for managers on how to effectively promote employee pro-environmental behavior. (shrink)