Leadership Styles and Organisational Citizenship Behaviour for the Environment: A Systematic Literature Review

Uyen Phuong Le Nguyen, Viet Quoc Cao () and Thanh Thi Bui
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Uyen Phuong Le Nguyen: Industrial University of Ho Chi Minh City, PhD Candidates in COB - University of Economics Ho Chi Minh City
Viet Quoc Cao: University of Economics Ho Chi Minh City
Thanh Thi Bui: University of Economics Ho Chi Minh City

A chapter in Proceedings of the International Conference on Emerging Challenges: Business Dynamics in Disruptive Economy (ICECH 2025), 2026, pp 296-323 from Springer

Abstract: Abstract Research purpose: This study aims to synthesise the current state of knowledge on how different leadership styles influence Organisational Citizenship Behaviour for the Environment (OCBE), with particular attention to the underexplored role of green and environmentally specific authentic leadership. Research motivation: Although prior studies have examined responsible, transformational, servant, ethical, empowering, and sustainability-oriented leadership in relation to OCBE, findings remain fragmented and inconsistent. Authentic leadership, despite its emphasis on moral perspective, transparency, and value congruence, has rarely been tested as a direct antecedent of OCBE. Addressing this gap is crucial to strengthen theoretical clarity and support organisations in achieving sustainability objectives and the Sustainable Development Goals (SDGs). Research design, approach, and method: Following the PRISMA framework, we conducted a systematic literature review of 45 peer-reviewed studies indexed in ISI and Scopus up to September 2025. Content analysis and coding were applied to classify leadership styles, mediating and moderating variables, contextual factors, and effect strengths. Main findings: The review reveals that responsible and transformational leadership are the most extensively studied, but their effects on OCBE range from weak to strong depending on mediators such as psychological ownership, affective commitment, and green organisational climate. Servant, ethical, spiritual, and empowering leadership also demonstrate positive but variable associations. Authentic leadership remains underexamined, with existing studies positioning it primarily as a mediator or moderator rather than a direct predictor of OCBE. Practical/managerial implications: The findings highlight the potential of authentic leadership to mobilise employees’ pro-environmental behaviours by bridging the value and behaviour gap. Organisations are encouraged to cultivate leaders who demonstrate transparency, moral consistency, and environmental sincerity, thereby creating climates that stimulate voluntary ecological contributions and strengthen corporate sustainability performance.

Keywords: Organisational Citizenship Behaviour for the Environment (OCBE); responsible leadership; transformational leadership; sustainability-oriented leadership; servant leadership; ethical leadership; empowering leadership; spiritual leadership; authentic leadership (search for similar items in EconPapers)
Date: 2026
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DOI: 10.2991/978-94-6239-622-7_19

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