The Mediating Role of Green Leadership in the Relationship Between GHRM, Green Training, and Sustainable Employee Performance

Abstract

Organizations face mounting pressure to integrate sustainability into core operations, yet mechanisms translating Green Human Resource Management (GHRM), green training, and green leadership into sustainable employee performance remain incompletely understood. This systematic literature review (SLR), following PRISMA 2020 and SPAR-4-SLR guidelines, synthesized 68 empirical studies from 908 initial records (January 2015–December 2025) to examine green leadership's mediating role. Four pivotal findings emerged: (1) green leadership serves as a key mediator, explaining an additional 15–25% of variance, between GHRM practices and sustainable employee performance; (2) multiple parallel and sequential mediating pathways operate simultaneously, including green psychological climate, employee green behavior, work engagement, environmental commitment, and green innovation behavior; (3) GHRM practice effectiveness is context-contingent, with green training showing the strongest effects (r = .40–.55); and (4) organizational culture, leadership authenticity, employee environmental values, and industry sensitivity act as critical boundary conditions. Theoretically, the review integrates five frameworks (AMO, SET, RBV, SDT, Dynamic Capability Theory) into a comprehensive multilevel model. Practically, findings provide: (1) strategic GHRM implementation sequencing, (2) six evidence-based authenticity criteria, (3) six behavioral dimensions for green leadership effectiveness, and (4) sector-specific guidance. Critical gaps include limited longitudinal evidence (<15% of literature), insufficient multilevel integration, geographic concentration in Asia/Middle East, and inadequate investigation of GHRM's dark side effects.