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The environmental sustainability pressures facing organizations have increased greatly over the past three decades. In response to these pressures, organizations have implemented a variety of programs and practices to diminish their environmental impact. In this paper, the authors briefly describe transformational leadership theory and self-determination theory and discuss their application to PEBs at work. They then integrate the two theories in the framework of employee proenvironmental behavior, presenting research propositions that might be tested in future research. They also offer implications for research and practice.
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