How green transformational leadership shapes employee green behavior in Indonesian hotels
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Author(s)AisyahLink to ORCID Index: https://orcid.org/0009-0002-4670-5519
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Andrew Satria LubisLink to ORCID Index: https://orcid.org/0000-0001-5443-3432
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Ance Marintan D. SitohangLink to ORCID Index: https://orcid.org/0000-0002-0125-6249
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Fivi Rahmatus SofiyahLink to ORCID Index: https://orcid.org/0009-0001-8216-8370
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Saimara A. M. SebayangLink to ORCID Index: https://orcid.org/0000-0002-6236-7807
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Muhammad Dharma Tuah Putra NasutionLink to ORCID Index: http://orcid.org/0000-0002-4671-0230
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DOIhttp://dx.doi.org/10.21511/ppm.24(1).2026.31
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Article InfoVolume 24 2026, Issue #1, pp. 470-486
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
While green transformational leadership drives environmental sustainability in service organizations, understanding how it shapes employee green behavior in hospitality contexts requires further examination. This study examines how green transformational leadership influences employee green behavior through the mediating role of green psychological climate in Indonesian hotels, and investigates whether these relationships differ between front-of-house and back-of-house employees. Survey data from 412 hotel employees across 36 hotels in the Lake Toba region, North Sumatra, Indonesia, were gathered during the first quarter of 2025. Participating hotels were chosen for their adoption of environmental management systems, with respondents sampled from both guest-facing and operational positions. Structural equation modeling reveals that green transformational leadership exerts a strong influence on green psychological climate (β = 0.583, p < 0.001, f² = 0.514) and a moderate direct influence on employee green behavior (β = 0.161, p < 0.01, f² = 0.020). Green psychological climate demonstrates meaningful effects on employee green behavior (β = 0.285, p < 0.001, f² = 0.064). Mediation analysis confirms partial mediation through green psychological climate (β = 0.166, p < 0.001). Model diagnostics indicate adequate explanatory power (R² = 0.340), predictive capacity (Q² = 0.223), and fit (SRMR = 0.042). Aggregation validity is supported by within-unit agreement (rwg(j) = 0.78) and reliability metrics (ICC(1) = 0.60; ICC(2) = 0.90). Functional role comparisons show equivalent relationships across front-of-house and back-of-house contexts (p > 0.05). Findings suggest green transformational leadership operates through dual mechanisms, building collective environmental perceptions while enabling individual green actions, with implications for hospitality leadership development.
Acknowledgments
This research was supported by the TALENTA Research Grant 2025 from Universitas Sumatera Utara (Contract No. 83/UN5.4.10.K/PT.01.03/TALENTA/RB1/2025). We are grateful to the participating hotels’ management and staff for their cooperation and willingness to contribute to this study. We also thank the anonymous reviewers whose constructive feedback greatly enhanced the quality of this manuscript.
- Keywords
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JEL Classification (Paper profile tab)M12, M14, Q56, L83
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References44
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Tables11
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Figures1
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- Figure 1. Inner model
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- Table 1. Respondent characteristics (N = 412, 36 hotels)
- Table 2. Descriptive statistics
- Table 3. Measurement model: Loadings, reliability, and convergent validity
- Table 4. Discriminant validity
- Table 5. Structural model: Path coefficients and effect sizes
- Table 6. Aggregation justification (K = 36)
- Table 7. Model fit indices
- Table 8. Multi-group analysis (MGA)
- Table A1. Participating three-star hotels by tourism corridor
- Table B1. Measurement instrument
- Table C1. Collinearity (VIF)
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Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement
Setyo Riyanto ,
Endri Endri ,
Novita Herlisha
doi: http://dx.doi.org/10.21511/ppm.19(3).2021.14
Problems and Perspectives in Management Volume 19, 2021 Issue #3 pp. 162-174 Views: 20726 Downloads: 9890 TO CITE АНОТАЦІЯTechnological developments are things that must be followed by companies to achieve a competitive advantage to improve performance. To achieve and improve performance, companies need active employee engagement by encouraging motivation and fulfilling their job satisfaction. This study aims to analyze the effect of motivation and job satisfaction on performance with employee engagement as a mediating variable. The research sample is Information Technology (IT) companies located in the cities of Jakarta and Bandung, Indonesia. Research respondents are system developers who handle system development activities for a project or part of an ongoing project. By using the convenience sampling technique 103 responses were obtained from IT developers. The research model analysis method uses Partial Least Square (PLS) with SMART PLS Ver 3.0 software. Empirical findings prove that motivation has a positive effect on the performance of IT employees, while job satisfaction is independent. Employee engagement does not directly affect employee performance, but the effect of mediation through motivation and job satisfaction can have a significant effect on employee performance. The research findings have managerial implications, in increasing high employee involvement, motivation needs to be encouraged to be more active and innovative, and facilitate the achievement of the desired results.
Acknowledgment
This study was made possible because of the full support of the Region III Education Service Institute (LL-DIKTI III), the Ministry of Education and Culture of the Republic of Indonesia, and the Research Center at Mercu Buana University, Jakarta. -
Perceived health risk, online retail ethics, and consumer behavior within online shopping during the COVID-19 pandemic
Yuniarti Fihartini ,
Arief Helmi ,
Meydia Hassan ,
Yevis Marty Oesman
doi: http://dx.doi.org/10.21511/im.17(3).2021.02
Innovative Marketing Volume 17, 2021 Issue #3 pp. 17-29 Views: 6162 Downloads: 2170 TO CITE АНОТАЦІЯThe risk of virus contracting during the COVID-19 pandemic has changed consumer preference for online shopping to meet their daily needs than shopping in brick-and-mortar stores. Online shopping presents a different environment, atmosphere, and experience. The possibility of ethical violations is higher during online than face-to-face transactions. Therefore, this study was conducted to investigate the influence of perceived health risk and customer perception of online retail ethics on consumer online shopping behavior during the COVID-19 pandemic, involving seven variables, namely perceived health risk, security, privacy, non-deception, reliability fulfillment, service recovery, and online shopping behavior. The data were collected through an online survey by employing the purposive sampling technique to a consumer who has shopped online during the COVID-19 pandemic in Indonesia. 315 valid responses were obtained and analyzed through quantitative method using SEM-Amos. The results showed that perceived health risk and four variables of online retail ethics including security, privacy, reliability fulfillment, and service recovery affected online shopping behavior. Meanwhile, non-deception was found to have an insignificant effect. The coefficient value proved perceived health risk to be more dominant in influencing online shopping behavior than the variables of online retail ethics. Thus, consumers pay more concern for their health during online shopping. However, positive consumer perceptions of the behavior of online retail websites in providing services also can encourage consumers to shop online during this pandemic.
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Human resource management in promoting innovation and organizational performance
I Gede Riana ,
Gede Suparna ,
I Gusti Made Suwandana ,
Sebastian Kot ,
Ismi Rajiani
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 107-118 Views: 5716 Downloads: 1373 TO CITE АНОТАЦІЯHuman resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
