1. Introduction

Climate change constitutes an existential risk requiring immediate action to safeguard endangered ecosystems and human societies [1, 2], consistent with the United Nations’ Sustainable Development Goals (UN-SDGs), notably Goal 13- climate action. The contributions of both the global initiatives and individual actions in creating environmental sustainability cannot be overemphasized. Therefore, the role of minimizing carbon dioxide emissions which majorly involves personal choices is crucial for the proper functioning of our planet [3]. Tourism and hospitality industry is one of the most important industries in the world economy since it is the source of employment, economic growth and cross cultural exchange [4]. However, it also has a significant environmental cost, main effects of which are resource use, waste production, and emissions of greenhouse gases [5]. This places the industry in a strategic capacity, where it has not only the opportunity but also the obligation to be a pioneer in sustainable development. Sustainable practices promotion allows the tourism and hospitality sector to provide a major contribution to the overall achievement of the UN-SDGs. This sector might act as a guide to other sectors, showing that one does not have to compromise the environment for economic growth. The implementation of sustainable strategies in this sector not only helps to reduce the negative effects on the environment, but also makes this industry more attractive to consumers who are sensitive to the environment. Thus, there is a need for research to explore the factors that influence the sustainable actions among employees in the industry and, therefore, encourage the culture of sustainability.

Our consumption behavior in the globe is the major culprit of greenhouse gases emissions (almost 72%) [6] that account for more than half of the global total, encouraging shifting to responsible consumption and production as highlighted in Goal 12 [7]. The narrative goes beyond global policies to individual behaviors in moderating climate impacts. Although it is crucial to transition to renewable energy, addressing our consumption behaviors equally matters for environmental sustainability [8, 9]. In advanced economies, organizations are moving to the carbon zero stage; yet, encouraging employees to adopt sustainable consumption lifestyles will be crucial for overall environmental responsibility [10, 11]. Employees’ personal consumption behaviors have a strong bearing on an organization’s overall green footprint which highlights the need to encourage energy conservation and sustainable consumption at the level of the individual as a means of contributing to the industry’s efforts in reducing environmental impact [12].

Human behavior in organizational sustainability is determined by both organizational and individual factors [13–16]. The literature reveals that transformational leadership affects the innovation of sustainable employee behaviors, thus; a leader who is environmentally transformed may induce energy conservation practices among staff members [17]. In today’s rapidly evolving tourism landscape, recognition by esteemed industry bodies such as the World Travel Awards plays a pivotal role in setting benchmarks for excellence and innovation. The 2023 award for the World’s Leading Tourist Board is a testament to the dynamic strategies and practices that define current trends in global tourism [18]. Our study draws upon these developments to frame our investigation into environmentally-focused transformational leadership (ENTL) within the hospitality sector. To strengthen the theoretical base, we explore deeper themes of the origins of transformational leadership, especially its environmental dimension. Through the conceptualization of ENTL as a leadership style that concurrently motivates, inspires, and strategically emphasizes sustainability, we link our study to contemporary environmental management theories [19]. The elaboration of this definition assists us to build up the analysis that we will provide later in the manuscript. It creates a strong foundation that supports the empirical investigations described in detail. Practical examples strongly reinforce the critical role of transformational leadership and personal motivation in effecting sustainable behaviors within organizations. As an example, Siemens AG’s move to sustainability was propelled by its CEO’s passion to be an environmental steward, subsequently; the company adopted energy-saving technologies and a general policy of reducing waste. Under this leadership, Siemens AG began a journey to become carbon neutral by 2030 and as a result, there was a 30% reduction in carbon emissions within three years since the implementation of the sustainability strategy [20]. In a parallel way, Kimpton Hotels & Restaurants demonstrates that incorporating incentives can result in organizational change through sustainable practices. Kimpton launched the ’green rewards’ program to motivate employees to conduct eco-friendly actions such as conserving energy and engaging in recycling activities. This not only supported a considerable reduction in the firm’s environmental footprint but also improved workers’ involvement and satisfaction, therefore demonstrating the power of putting sustainability at the core of corporate culture [21]. These cases illustrate the transformational nature of leadership and the importance of intrinsically green motivation in creating an organizational culture that champions sustainable practices. Furthermore, personality traits which include green intrinsic motivation (GNIM) and green passion (GRP) are crucial as mediators in promoting sustainable behaviors stressing the need for investigation into how these attributes mediate the relationship between ENTL and energy efficiency in particular [22, 23]. The basis of a separate treatment of GRP and GNIM as different variables is their specific psychological nature and the impact of these variables on sustainable behaviors, which may not be obvious. GRP is conceptualized as a feeling of emotional attachment and affection toward environmental sustainability [24]. The existence of this feeling creates a motivation for individuals to practice sustainability in their daily life. Conversely, GNIM is defined as the internal satisfaction that employees have from participating in environmentally sustainable activities, regardless of the incentives attached [25]. Through the separation of affective (GRP) and personal motivational (GNIM) components, our research provides an acknowledgment of the intricate relationship between emotions and personal values within the shaping of sustainable behaviors. This difference permits us to accurately quantify how particular components of personal motivation and emotion affect the introduction of environmentally-friendly practices, which in turn provide a deeper understanding of the mechanisms through which ENTL promotes employee sustainable behavior. This study further investigates the role of green altruism (GNA) in augmenting the effects of ENTL on employees’ sustainable behaviors through GNIM and GRP [22]. Through studying the mediating roles of GNIM and GRP, and the moderating role of GNA, this study aims at revealing deeper mechanisms of interaction between transformational leadership and personal values to stimulate energy-efficient sustainable behavior (EESB) within the employees of tourism and hospitality sector.

Specifically, Asia-Pacific is blamed for contributing more than half of total CO₂ emissions globally. In this regard, more than 50% of total CO₂ emission from Asia-Pacific comes from electricity, as per the report by Asian Development Bank (ADB) [26]. Given the energy sector’s role in this consumption and its contribution to greenhouse gases, emphasizing Goal 7- affordable and clean energy is also vital. The sector’s significant role, emitting 35% of global greenhouse gases, underlines the priority of both policy and individual behavior shifts. Significantly, China becomes an important player, with 59% of the regional and 28% of the global emissions, emphasizing its central role in the global environmental sustainability process [27]. China’s commitment to carbon neutrality by 2060 implies a huge leap towards substantial change, which requires a combination of policy reforms, technological innovation and alteration of the infrastructure and individual conduct [28].

China’s shift towards sustainability and incorporating it in every development aspect, from leading in clean energy to the traditional sectors, is vital. The 2060 carbon neutrality target of the country shows the important balance between ambition and real action towards climate change. Based on the current aggregation of nearly 200 climate pledges, most anchored in the Paris Climate Agreement, global temperatures are still projected to escalate by an alarming 2.7 degrees Celsius by the century’s end. Notably, China’s pledge alone has the potential to shave this estimate down to 2.4 to 2.5 degrees Celsius, a testament to its profound impact on global carbon trajectories [29], however, this is still above the safe limit of 1.5°C which is dangerous, urging the world to action towards carbon neutrality by 2050. Given its status as the world’s biggest emitter, the actions of China have serious implications for the rest of the world, acting like a blueprint for the decisions of other countries.

This study attempts to address important gaps in the literature on the environmental sustainability, and in particular, how personal behaviors within tourism and hospitality sector, influence sustainability practices. We specifically examine the role of personal factors such as GNIM and GRP and how ENTL which focuses on the environmental aspects promotes sustainable behavior among hospitality employees. It provides implementation of SDG 12 and shows that leadership is important to the promotion of sustainability. Our exploration of GNIM, GRP, and the neglected human value of GNA, focuses on how they interact and exert influence on workplace sustainability, and through which strategies can help employees in tourism and hospitality carry out sustainable behavior across different situations.

Moreover, when we place our research in this Asia-Pacific context, the region contributing immensely to global CO₂ emissions, our study draws attention to the role of leadership, personal inspiration, and motivation for achievement of environmental sustainability in emerging economies. Thus, the paper not only addresses the gap in the literature on sustainable behaviors within organizations but also provides useful information for companies in the Asia-Pacific and elsewhere that want to improve their ecological footprint by using effective management and employee engagement approaches. This focus calls for a combination of ENTL with personal factors to secure the likely triumph of the organization when it comes to sustainability, contributing to the broader goals of environmental stewardship and climate change mitigation. Particularly for China, with the goal of net zero carbon by 2060, our study underlines the necessity of adopting sustainable consumption and production of energy (aligned with SDGs 7 and 13). We investigate ENTL in China’s tourism and hospitality sector with an aim to provide insight on the promotion of sustainable behaviors in the emerging economies, addressing the current literature gap in the sustainability of the developing countries. On a further note, the focus of this research offers unique implications guidance on how ENTL is a clear and effective driver of the organizational culture towards sustainability. In addition, personal factors such as GNIM, GRP, and GNA are addressed as they are the means to have a workforce that is ready to see to environmental stewardship. Lastly, the novel challenges and the opportunities which remain from the Asia-Pacific, together including the tourism and hospitality industry, will be explored here under as the main field high-risk area to the resource conservation with sustainable approach.

2. Theory and hypotheses

Social learning theory is a strong foundation to comprehend the employees’ EESB towards their organizations in terms of ENTL, thus providing a strong conceptual framework [30]. This theory primarily supports that individuals learn from others and what they do and think really matter for those who are led or supervised by them [31]. For instance, ENTL as part of his/her role practices that are embedded with environmental sustainability [32]. Such kind of leader inspires and leads subordinates through eco-conscious behaviors such as energy conservation including environmental concerns into decision making process [17]. According to social learning theory which forms the basis for this research, these behaviors could be imitated by workers from the leaders [33, 34]. The theory argues that if employees view the leader treats natural resources carefully, it can become a way of changing their own minds about doing things. In addition, it is expected they will adopt similar measures becoming more environment responsible thus preserving the nature [35]. Essentially therefore, social learning theory gives a good theoretical basis to understand how ENTL can affect EESB within organization [36]. Acting as exemplars of sustainable conduct on one hand, while implementing principles of social learning on the other hand, allows ENTL to effect behavioral changes among employees leading to improved EESB so it goes beyond merely setting an example.

The relationship between the employees’ EESB and ENTL may be thoroughly examined using social learning theory. Within this context, ENTL guides organizational values and goals regarding environmental issues besides serving as a powerful model for employees’ emulation [37]. Furthermore, unlike other forms of transformational leadership, ENTL is a specific type that stresses environmental rather than mere economic or efficiency considerations when deciding on its priorities [38]. Leaders who practice environmentally conscious transformational leadership tend to embody an environment vision that is both well-articulated and convincing; embracing green values; showing genuine commitment to environmental preservation [38]. Such leaders’ behavior as leaders and managers is not limited to verbal communication, but they consistently indicate preference for green alternatives at the expense of immediate economic gains [36]. These are some of the actions that such leaders take which becomes a source of learning for their subordinates.

ENTL becomes unique due to valuing the environmental parameters by involving them as decisive factors instead of measuring the economic ones or indicators of efficiency [37]. In this context, leaders are the ones promoting responsible ways of life, preaching the urgency of environmental stewardship and finally motivating others to embrace the same convictions and habits. This leadership style adopts the core UN SDGs, especially 7 (sustainable energy), 12 (responsible consumption), and 13 (climate action), by facilitating a culture that focuses on and incorporates sustainability [39]. We base our hypothesis on the fact that employees copies the environmental commitments that are mirrored by their leaders whilst at work through the observational learning which is the key mechanism used in the social learning theory [40]. This relationship evidences the fact that ENTL can bring about a transformation in an organization’s environmental culture, and thus, employees can become more committed to certain environmental objectives and sustainability practices which could be established. Hence:

1. H1: Energy specific sustainable employee behavior can be predicted by environmentally focused transformational leadership

The intrinsic motivation of employees particularly GNIM is a crucial factor in enhancing green agenda within organizational settings [41]. Deci and Ryan [42] definition of intrinsic motivation is adapted here in an environmental context to define GNIM as a psychological process that internally motivates employees to fulfill tasks with an environmental conscientiousness manner. Intrinsically motivated employees are satisfied internally thus motivated by individual desire rather than financial rewards alone; these workers go beyond monetary gains using modern equipment or tools that protect nature [22]. Such practical attitudes stem from inner control over one’s own life besides concern for nature making staff respond to the environment naturally [43]. According to Wu, Chen [44], employees’ GNIM can help shape their behaviors at work. In light of this, GNIM entails doing everything possible in order to minimize environmental impacts thereby enhancing businesses sustainable development. To summarize, organizations that have employees who are intrinsically motivated to conserve nature or protect the ecosystem are committed to preventing damage to the natural environment that may arise from individual or corporate decision-making [45].

Nevertheless, promoting this sort of motivation and nurturing a culture of sustainability to a large extent depends on the leadership role within an organization [46, 47]. Instead, ENTL plays a major part since several research studies have highlighted that green transformational leaders have a great influence on employees as far as eco-friendly and sustainable approaches are concerned [48, 49]. Through inspiration by their vision, GNIM can be stimulated by ethical conduct as well as sustainable practices. Leading from the front, they embody the commitment to environmental sustainability that goes beyond mere talk. In doing so they can create organizational cultures in which financial gains are not motivators for employees but shared values on environmental protection/sustainability [50, 51]. Therefore, both internal psychological factors such as GNIM and organizational factors such as ENTL are critical in propagating the green agenda in organizations.

One of the most critical roles that GNIM plays is in its mediation of the interrelationship between environmental leadership and sustainable employee behavior. GNIM, marked by intrinsic motivation to practice sustainability for motives beyond external influence makes an important step of psychological connection [22]. This intrinsic motivation is highly influenced by leadership that not only preaches but practices sustainability values that make eco-friendly behaviors something that is treasured on its own accord and thus develops a culture of the organization where ecofriendly behaviors become the desired way of life [33]. As proved by De Young [52], inner motivation can be a powerful tool for sustainable behavioral change, and this is evident from the basic human desire for competence in their environment. More so, the work of Ericson, Kjønstad [53] demonstrated that mindfulness and intrinsic values are instrumental in creating sustainable behaviors, in other words GNIM can have an influence on behaviors of the employees in the direction of environment protection.

Under this consideration, GNIM is revealed as a mediator by translating the perception and moral behaviors of green transformational leaders into personal behaviors and attitudes that are aligned with the organization’s sustainability goals. The inherent self-gratification arising from being part of environmental integrity leads employees to use and uphold green processes, thereby significantly increasing the chance of sustainable practices becoming embedded within the organization. Emphasis on the core, the leaders who have sound environmental conscientiousness play the driving role in introducing sustainable habits within the organizations. By the power of inspiration that they put into their words and by their actions to foster environmental responsibility among their employees, they improve GNIM, encouraging people to act more environmentally friendly. From the perspective of our underpinning theory, these leaders assume the role of example setters to persuade their teams to practice sustainability. In addition, their moves serve the basis of environmentally friendly business strategy as well as correspond with UN-SDGs, particularly those related to education, consumption and climate action. These leaders, through the cultivation of the culture of sustainability and learning, contribute significantly to organizational and environmental wellness.

1. H2: Environmentally-focused transformational leadership has a positive influence on employees’ green intrinsic motivation
2. H3: Employees’ green intrinsic motivation has a positive influence on their energy-efficient sustainable behavior
3. H4: Employees’ green intrinsic motivation mediates the positive influence of environmentally-focused transformational leadership on their energy-efficient sustainable behavior

Passion is a powerful, affirmative sentiment that moves people to conduct activities they regard significant [54]. For instance, Robertson and Barling [55] took this notion further by applying it to environmental sustainability. They coined the term ‘pro-environmental harmonious passion or GRP. It means having optimistic emotions that compel a person’s desire to participate in various sustainable programs for saving nature or life around us. As far as GRP is concerned, it goes beyond individualism and becomes an attribute of the whole society or group. If someone is passionate about the environment, he or she will naturally express passion thereby influencing others [56]. This emotional contagion process allows employees to develop shared positive emotions about environmental protection. Thus, discussion of GRP transcends personal boundaries to encompass team-wide, group-wide or organization-wide perspectives. In other words, an employee’s GRP refers to shared positive emotions causing an urge within individuals to get involved in different environmentally-driven programs [57].

The leaders’ environmental preferences help employees understand the importance of company’s green targets [58]. A transformational style of leadership influences employee values congruence and triggers positive emotions leading to optimism towards change processes [56]. To be more specific, ESTFL boosts employees’ GRP in two phases; firstly leader-member transfer followed by member-member transfer. By acting as charismatic role models for their subordinates, leaders are able to transmit their passion for the environment through idealized influence [59]. Stage two comprises of leaders transmitting environmental passion to their subordinates. Employees that have high levels of membership stability, social interdependence and expression ability are most at risk from emotional contagion. ENTL contributes to GRP which in turn increases employees’ involvement in more sustainable ways of using energy [60].

Other researchers also recognized passion as a mediating mechanism within a leadership perspective [33, 61, 62]. GRP, covering all spheres of green training, sustainable resources management, and eco-friendly practices, perform those principles and beliefs of the organization. These approaches make employees structured and properly resourced to perform environmentally conscious actions, providing a catalyst to turn organizational sustainability policies into individual practices. According to Ari, Karatepe [63], the main focus areas of green human resources management (GHRM) practices are green training and empowerment, which support the development of pro-environmental behaviors in employees. Their theoretical model explains how HR practices with GHRM can contribute to environmentally-friendly behaviors of individuals, because they make better work engagement and more satisfaction, suggesting that the sustainability-oriented actions of employees can be significantly influenced by GPR. As summed up, GRP builds the connection between organizational policies and employee behavior through providing the pertinent knowledge, skills, and motivational context for adherence to sustainable practices. With GRP, the organizations might be able to convert their environmental visions and policies into practices and behaviors that they conduct on the day to day level, helping to increase the sustainability level of their operations. Based on this stream of literature, we believe that an ENTL fosters GRP which then results into EESB.

From the standpoint of social learning theory, employees learn by observing their leaders and apply these acquired skills into practice. In essence, GRP mediates the relationship between organizational policies and employee behavior by providing the necessary knowledge, skills, and motivational context for sustainable action. Therefore:

1. H5: Environmentally-focused transformational leadership has a positive influence on employees’ green passion
2. H6: Employees’ green passion has a positive influence on their energy-efficient sustainable behavior
3. H7: Employees’ green passion mediates the positive influence of environmentally-focused transformational leadership on their energy-efficient sustainable behavior

Human values have a large impact on the behavior of employees in an organization for environmental sustainability [64, 65]. A person with GNA is one who has an intrinsic concern about the environment and a willingness to act towards improving the environmental well-being beyond self-interests [66, 67]. In relation to organizations, employees with high levels of GNA are likely to participate in EESB due to their natural concern for the environment. In this case, ENTL’s role becomes very paramount. This is because, besides practicing sustainable practices themselves, ENTL encourages his/her staff members to do so. These leaders adopt sustainable development principles and strive to align organizational goals with UN-SDGs objectives.

However, sometimes there is no straight link between ENTLs’ influence on EESB among their subordinates. It is when human values come into play especially GNA [68]. GNA serves as a buffer that strengthens relationships mediated through GNIM and GRP between ENTL and EESB. Employees who possess strong GNA have enhanced GNIM and GRP which further shapes their EESB. Because of passion towards sustainability motivation deep-seated within these individuals exists; thus compelling them towards actions beneficial to the environment. This process is guided by social learning theory. ENTL demonstrates behaviors that can be then used as examples by their subordinates. They serve as models for other employees’ observation and imitation where their practices influence them in acting in a manner that promotes sustainable culture within the company. This learned conduct when supported by the organization leads to GNIM & GRP development. Their learned behaviors become more pronounced in presence of strong GNA thereby leading to high EESB levels among these workers. Therefore,

1. H8: There exists a moderating mechanism of green altruism in the mediated paths between environmentally focused transformational leadership and energy-efficient sustainable behavior of employees through (a) green intrinsic motivation (b) green passion

Table 1 provides theoretical foundations for hypotheses

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Table 1. Theoretical foundation with supporting reference for hypotheses.

https://doi.org/10.1371/journal.pone.0307469.t001

3. Methodology

4. Results

4.1 Initial analysis

Table 2 presents the factor analysis results that were utilized to examine the outer factor loadings as well as test the convergent validity of measurement model. The table has five constructs namely EESB, ENTL, GNA, GNIM and GRP which are made up of several items each. Upon reviewing these factor loadings closely, it can be seen that most items have factor loadings exceeding the acceptable threshold of 0.70 [78, 79] meaning strong loading on their respective factors. However, for purposes of improving this model’s quality as well as strengthening its convergence validity; four items were dropped out from it due to low factor loading with others. T-values show that almost all item values are highly significant indicating high degree relationships amongst variables involved in this study.

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Table 2. Confirmatory factor analysis.

https://doi.org/10.1371/journal.pone.0307469.t002

Another confirmation for convergent validity is the analysis of the average variance extracted (AVE). In this study, AVE values are: 0.636 for EESB; 0.651 for ENTL; 0.694 for GNA; 0.597 for GNIM and GRP of 0.544. Generally, if AVE values exceed 0.50, that indicates it can be satisfactory indicating that, on average, the construct explains more than half of the variance of its items [80, 81]. All constructs in this research meet this requirement but GNIM and GRP have figures that are relatively closer to the required limit. From these findings, it can be concluded that measurement model has a satisfactory convergent validity. The measurement model is presented in Fig 1.

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Fig 1. The measurement model.

https://doi.org/10.1371/journal.pone.0307469.g001

In Table 3, Cronbach’s alpha, rho_A and composite reliability which are three widely accepted measures of reliability are given. For EESB Cronbach alpha is at 0.904, rho_A at 0.906 while composite reliability stands at 0.924. The ENTL construct exhibits even higher reliability, with Cronbach’s alpha at 0.938, rho_A at 0.943, and composite reliability at 0.948. GNA’s Cronbach alpha is at 0.853, rho_A being at 0.855 and composite reliability standing at 0.901. GNIM reports a Cronbach alpha value of 0.862, rho_A = 0.872 and composite reliability = 0.898. Finally, GRP shows a Cronbach alpha and rho_A = 0.880 while composite reliability equals to 0.905. All these statistics across all three measures indicate high internal consistency and therefore high levels of reliability as they exceed traditional threshold (0.70). This suggests that these constructs have strong internal cohesiveness among the items and are truly reflective of the common underlying latent variables.

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Table 3. Reliability statistics.

https://doi.org/10.1371/journal.pone.0307469.t003

The following major insights can be gleaned from Table 4 which deals with discriminant validity and inter-construct correlations. The diagonal entries represent square root of AVE for each construct which should ideally be larger than corresponding off-diagonal elements in the respective rows and columns for adequate discriminant validity (0.797, EESB; 0.807, ENTL; 0.833, GNA; 0.773, GNIM and GRP = 0.738). The EESB construct exhibits moderate to strong correlation with other constructs as shown by values ranging from 0.443 to 0.668. Similar pattern is noticed in ENTL build where there are correlation values within a range of 0.599 to 0.678. The correlations between GNA and other variables are also distinguishable since they vary from 0.443 to 0.645. GNIM and GRP have a correlation of 0.673. This implies that each construct captures variance distinct from the others, validating the individuality and relevance of each construct in the study. Also, significant associations between factors attest to an interconnected nature of variables under investigation.

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Table 4. Correlations and discriminant validity.

https://doi.org/10.1371/journal.pone.0307469.t004

Table 5 presents the Heterotrait-Monotrait Ratio (HTMT) values which indicate whether there is a discriminant validity among five constructs: EESB, ENTL, GNA, GNIM and GRP. Ideally, HTMT values should be below 0.90 or in some cases below 0.85 for adequate discriminant validity. The value of HTMT between EESB and ENTL is 0.684 while that between EESB and GNA stands at 0.502; both are way below the threshold of 0.850 suggesting good discriminant validity between these two variables. GNIM and EESB’s HTMT value is also less than even the regular value to show there are adequate sign of differences between them. For ENTL and GNA, their HTMT value was found at 0.668 representing a case which it can be assumed that they have different features from one another. Also, GNIM has got lower scores when considered separately with ENTL and again with GNA standing at 0.734 and 0.659 respectively: both cases do not exceed the threshold of 0.850. GRP’s HTMT values with respect to EESB, ENTL, GNA, and GNIM are 0.655, 0.741, 0.747, and 0.798, respectively. These values are below the conventional threshold, indicating discriminant validity.

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Table 5. Hetrorait-Monotrait Ratio (HTMT).

https://doi.org/10.1371/journal.pone.0307469.t005

4.2 Structural analysis

For structural analysis, we used SMART-PLS software which is a contemporary data analysis tool, known for its capability and flexibility in handling with complex models [80, 82]. The structural analysis (Table 6) indicates significant associations among constructs via direct effects, mediation, and moderated mediation. ENTL’s impact on EESB is significant (β = 0.129, p = 0.038, intervals = 0.004–0.251), and its influence on GNIM and GRP is highly substantial (β = 0.553 and 0.5, p≈0, intervals = 0.432–0.660 and 0.388–0.601 respectively). The paths from GNIM to EESB (β = 0.484, p≈0) and GRP to EESB (β = 0.263, p = 0.009) are also significant, corroborating hypotheses H1, H2, H3, H5, and H6. In the mediation analysis, GNIM and GRP significantly bridge ENTL’s influence on EESB (β = 0.268 and 0.132, p≈0 and 0.016, intervals = 0.154–0.405 and non-zero, respectively). The moderated mediation paths, ENTLxGNA1 to GNIM to EESB (β = 0.099, p = 0.033, intervals = 0.054–0.205) and ENTLxGNA2 to GRP to EESB (β = 0.124, p = 0.020, intervals = 0.028–0.244), exhibit marginal significance, highlighting intricate relationships. This substantiates hypotheses H4, H7, and H8. Fig 2 summarizes the structural model.

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Fig 2. The structural model.

https://doi.org/10.1371/journal.pone.0307469.g002

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Table 6. Hypotheses analysis.

https://doi.org/10.1371/journal.pone.0307469.t006

5. Discussion

This study aimed to examine the relationship between ENTL and EESB using the social learning theory as a theoretical lens. Theoretical predictions (H1, H2, H3, and H4) were found statistically significant, substantiating the key role that ENTL plays in promoting GNIM and consequential EESB. Our results indicate that transformational leadership with an environmental focus can lead to employees’ energy-efficient sustainable behavior changes (H1). This supports the social learning theory argument of people imitating other people’s actions especially those by influential persons such as leaders. By so doing, they serve as examples for their subordinates who will also improve on their environment-friendly manner of performing activities thereby leading to better EESB.

In addition, this study discovered that GNIM is critical in encouraging EESB (H3). Social learning theory suggests that behavioral change begins once behaviors and attitudes demonstrated by leaders are internalized by followers. In line with these findings of previous scholars like Deci and Ryan [42] state that when employees are intrinsically motivated towards preserving the ecological system it is reflected in their energy-specific behavior. Furthermore, our research established a positive association between ENTL and employees’ GNIM (H2), which mediates the positive influence of ENTL on EESB (H4). This means that transformational leaders who value environmental conservation are not only role models but also catalysts for a psychological process through which workers get internally motivated to be environmentally conscious.

The results have important implications particularly for China which has major environmental challenges amid its quest for rapid economic growth. As China undergoes industrialization at a breakneck speed coupled with urbanization; it is necessary to create a culture of environmental accountability among corporate entities so as to strike a balance between economic growth and environmental protection. To achieve this equilibrium, organizations need to embrace ecologically driven transformational leadership approaches that affect GNIM amongst the workforce and energy-saving behaviors. At the same time, Chinese organizations can make use of ENTL as a teaching tool in order to bring behavioral change among their own employees. Based on this study, it is clear that with China’s commitment to some of the UN-SDGs such as clean and sustainable energy use (SDG 7), responsible consumption and production patterns (SDG 12) and mitigating climate change (SDG 13), ENTL could be used for achieving these objectives.

This is also supported by our findings for H5, H6, H7, and H8. In this regard, the results of our research show that ENTL has a positive impact on the GRP of employees (H5) according to the precepts of social learning theory in which behaviors and values are learned through observation as indicated by Bandura and McClelland [30]. We further conclude from this study that the Chinese hospitality organizations need to develop leaders who can act as role models for environmental sustainability. Apparently, there is a chain reaction between these kinds of leaders’ practices and their organizations that inspire their employees to behave in likewise and highly motivate them towards environmental conservation. This is in line with Robertson and Barling [55]. The other finding from our research was an increase in the GRP, means an increase in EESB (H6); some earlier studies have discussed how passionate motivation leads individuals to engage in activities they perceive as important [54]. This holds tremendous significance for Chinese organizations looking to foster a culture of sustainability. Due to encouraging a desire for employees’ participation in sustainability initiatives by GRP [57], leaders should aim at creating such enthusiasm among their teams. Additionally, we discovered that GRP mediated the positive effect of ENTL on EESB within employees (H7). As explained by previous researches considering passion’s mediating function within leadership contexts [33, 61, 62]. This crucial insight indicates that the infusion of passion into an employee’s experience could catalyze the translation of sustainable leadership values into tangible energy-efficient behaviors.

However, one of the most interesting things concerning our current investigation is GNA as a moderator between ENTL-EESB path through GNIM and GRP mediation (H8). According to this observation if workers have strong GNA then their GNIM and GRP will be increased thus positively affecting their EESB [66, 67]. Understanding how personal values affect organizational behavior provides a more sophisticated perspective on the pathway toward environmental sustainability. Our study supports these hypotheses and shows the way in which sustainable cultures are nurtured within organizations. Moreover, this research demonstrates that social learning theory is relevant to understanding the role of transformational leadership in promoting environmental sustainability, which is highly significant for rapidly developing economies like China. Due to rapid economic development in the country there has been a need for parallel focus on environment conservation which renders results of such studies very valuable. Additionally, it tells us how GRP and GNA can be leveraged by firms to promote EESB. In order to ensure energy efficiency as well as embrace sustainability, Chinese companies may adopt ENTL principles; encourage GRP while fostering GNA among employees.

Supporting information