Due to climate change, the need to protect biodiversity and reduce pollution, and governmental regulations, many organizations are aiming to become more environmentally sustainable. In this context, researchers and practitioners are increasingly interested in the construct of employee green behavior (EGB). EGB has been considered by numerous empirical studies over the last two decades and its associations with demographic characteristics, individual differences, work‐related perceptions, and job attitudes. To systematically synthesize the rapidly growing literature on EGB, we conducted a meta‐analysis (k = 135 independent samples; total N = 47,442 employees). Results showed positive associations between EGB and, for example, pro‐environmental attitudes, corporate social responsibility, and green psychological climate. We further report the results of a meta‐analytic path model based on the theory of planned behavior, which showed that pro‐environmental attitude, norms, perceived behavioral control, and intentions positively predicted EGB.

Environmental sustainability is a strategic and ethical imperative for organizations, and numerous studies have investigated associations between leadership and employee pro-environmental or “green” behavior. However, these studies have typically focused on leadership styles that conflate leader behavior with its assumed antecedents or consequences. Moreover, the literature on relations between leadership and environmental sustainability constructs is fragmented and in need of systematic integration to effectively guide future research and practice. Accordingly, we pursue three goals in this conceptual paper. First, after a brief review of key insights from extant theoretical and empirical research, we define leadership in the context of environmental sustainability and leader green behavior based on established theoretical frameworks. Second, based on a systematic integration and extension of the literature, we present an integrative conceptual model of multilevel antecedents and consequences of leader green behavior. We further develop eight propositions on multiple known and novel pathways toward leader and follower green behaviors, as well as multiple known and novel pathways toward consequences related to environmental sustainability at the leader, follower, and organizational levels. Finally, based on our integrative conceptual model and propositions, we outline several recommendations for future research on leadership and environmental sustainability, including theoretical and methodological considerations.

This meta-analysis aimed to confirm and clarify the relationships between attachment style and various workplace correlates, including job performance, burnout, personality, and job satisfaction (K = 109 independent samples, N = 32,278 participants). Results provided the strongest support for the relationships between attachment style and the Big Five personality traits, burnout, and job performance. Anxious attachment was also related to a host of other correlates, including job stress, turnover intentions, job satisfaction, and work engagement. Additionally, dominance analysis was used and found that attachment style had incremental validity beyond the Big Five in the prediction of job performance, job satisfaction, organizational commitment, and leader-member exchange. Finally, we examined meta-analytic path models in which attachment style impacted job performance, job satisfaction, organizational commitment, turnover intentions, and leader-member exchange through trust in supervisor. This indirect effect was supported for all correlates and for both anxious and avoidant attachment. Overall, the results supported the use of attachment styles as an important correlate with organizational variables. Limitations, implications, and areas for future research are discussed.