What Contributes to the Greening of the Polish Energy Industry? Pro-Environmental Inclusive Leadership and Pro-Environmental Behavior—A Moderation–Mediation Analysis

Abstract

The functioning of the energy sector in Poland has been changing over recent years, influenced by growing concern for the environment. The concept of inclusive leadership can play a key role in the emergence of behavioral changes related to the development of environmental awareness and the initiation of pro-environmental attitudes and behaviors by employees. The guiding objective of this study is to verify a moderated mediation model of the impact of pro-environmental consciousness (PEC) on the mediating role of the fulfillment of the psychological contract for the environment (PCFE) in pro-environmental inclusive leadership (PEIL) and pro-environmental work behavior (PEWB) relationships in the energy industry. By self-completing a survey questionnaire using the computer-assisted web interview (CAWI) method, responses were collected from 649 respondents employed in various energy industry organizations. Structural equation modelling based on maximum likelihood with bootstrap estimation was used to test the hypothesis model. The findings confirm the assumptions of the research model, demonstrating a direct relationship between pro-environmental inclusive leadership and pro-environmental work behavior. Additionally, a mediating condition was found, where the fulfillment of the psychological contract for the environment mediates the relationship between pro-environmental inclusive leadership and pro-environmental work behavior, and pro-environmental consciousness moderates this process. It was found that higher pro-environmental consciousness enhances the indirect effect of pro-environmental inclusive leadership on employees’ pro-environmental work behavior through the fulfillment of the psychological contract for the environment. This highlights the importance of the fulfillment of the psychological contract for the environment and a pro-environmental consciousness in the effectiveness of pro-environmental leadership. The analysis indicates that managers who apply a pro-environmental inclusive management style contribute to an increasingly pro-environmental consciousness and the promotion pro-environmental work behavior among employees. Furthermore, the indirect effect of green leadership on employees’ green actions, through the fulfillment of a psychological contract for the environment that is moderated by their pro-environmental consciousness, highlights the importance of environmentally conscious leaders in building effective employee–employer relationships. These relationships facilitate the implementation of initiatives that accelerate the pace of change and enhance efforts to build tomorrow’s modern energy industry based on low- and zero-carbon energy sources. Additionally, this is one of the first studies in the Polish energy industry to provide insight into the role and importance of green leadership and green behavior in the energy industry.

1. Introduction

In recent decades, environmental protection has become an extremely important issue [1,2]. Organizations are now under environmental pressure due to the rapidly growing global interest in environmentalism [3]. An environmentally friendly image and the perception of corporate social responsibility are proving crucial for companies through their integration with processes and systems and the implementation of new environmentally friendly technologies, making green companies appear to be more sustainable compared with traditional ones [4,5,6]. As society becomes socially, geopolitically, and economically influenced, and also increasingly aware of environmental issues, and as the government introduces strict environmental regulations, the Polish energy sector needs to be proactive in order to achieve the sustainable development goals proposed by the UN in 2015 [7,8]. In Poland, issues related to the energy industry, such as ensuring energy security and efficiency, reducing CO2 emissions, and developing renewable energy sources, remain a particular area of interest for state authorities, customers, practitioners, and academia [9]. In 2021, the Council of Ministers of the Republic of Poland [10] approved a strategic document entitled ‘Poland’s Energy Policy until 2040’, setting the directions for the sector’s development in terms of energy transformation and creating an axis for the programming of EU funds related to the energy sector as well as the realization of economic needs. As indicated by data from the Forum for Responsible Business (FRB), the energy industry is placing increasing emphasis on green practices and socially responsible initiatives based on dialogue and transparency of actions, leading to a sustainable, green environment [11]. These interventions contribute to the creation of a sustainable energy environment in Poland. When employees in the energy industry see their employers actively creating and maintaining working conditions that minimize negative impacts on the working environment, they are more likely to take pro-environmental action [12].

Leadership style has a crucial role to play in shaping employee behavior in organizations, especially when seeking to bring about desired behavioral change. Inclusive leadership theory, as shown by the research of Nembhard and Edmondson [13], is particularly relevant as it focuses on valuing the contributions of employees and actively involving them in working together to achieve organizational goals. Pro-environmental inclusive leadership is a new paradigm that combines inclusive leadership with pro-environmentalism. Pro-environmental inclusive leadership can be briefly described as encouraging the open exchange, discussion, and use of the diverse characteristics of employees in targeted pro-environmental organizational activities and fostering the full green participation of all employees to meet the needs of individuation and belonging. There is also a need to situate the study in this new pro-environmental inclusive leadership as a gap. While research has focused on green transformational leadership, green servant leadership, green ethical leadership, etc., green inclusive leadership is a relatively new concept.

Research to date, as Thabet [14] points out, has mainly focused on the impact of different leadership styles on financial benefits, green attitudes, and psychological states of employees, using empirical methods. In the context of promoting green behavior in organizations, leaders play a key role, as indicated by the research of Zhong et al. [15]. Starting from Rogozińska-Pawełczyk and Sudolska’s [16] study, which found that inclusive leadership is an important factor influencing employees’ pro-innovative behavior, it can be assumed that such leadership, in the context of promoting green behavior, represents a new form, referred to as pro-environmental inclusive leadership. Consequently, there is a research gap regarding the mechanisms of how pro-environmental inclusive leadership influences pro-environmental work behavior.

There is also growing research interest in the role of the psychological contract in shaping green attitudes and behaviors at work. Paillé, Pascal, and Jorge [17] point to the importance of mutual contractual commitments, and Anguinis and Glavas [18] suggest that corporate environmental sustainability can reinforce this contract. The psychological contract, usually described as a set of unwritten agreements that shape long-term workplace relationships [19], should therefore be considered as a pro-environmental construct in the context of implementing green business strategies. Furthermore, there is a lack of research in the literature on identifying the conditions and processes under which the effects of pro-environmental inclusive leadership on pro-environmental work behavior are mediated by the fulfillment of the psychological contract for the environment.

Previous research, such as that of Boiral, Baron, and Gunnlaugson [20], argues that leaders demonstrating environmentally conscious behavior help employees perceive the organization as sustainable, which motivates them to adopt pro-environmental behavior. Other authors, such as Homburg and Stolberg [21], who found that a high awareness of environmental issues leads individuals to engage in pro-environmental work behavior, argue in favor of undertaking further research in this area; however, they acknowledged that the low reliability of measurement may limit the generalizability of their findings. Given this, there is a research gap regarding understanding the mechanisms by which pro-environmental inclusive leadership influences pro-environmental work behavior and the conditions under which these effects are mediated, moderated, reinforced, or undermined. This paper, presenting the results of the study, aims to fill this gap by examining the relationship between pro-environmental inclusive leadership, pro-environmental consciousness, and the fulfillment of the psychological contract for the environment in shaping pro-environmental work behavior.

By focusing on the organizations of the Polish energy industry, the study is concerned with the key challenges facing the sector in the context of sustainable development and the energy transition. The energy sector plays a strategic role in the economy, ensuring uninterrupted energy supply, but its activities have a significant impact on the environment and a wide range of stakeholders. In Poland, with the growing need for innovative and green solutions, green leadership is becoming indispensable in building a modern energy sector based on low- and zero-carbon energy sources. This study, one of the first of its kind in the Polish energy industry, provides insight into the importance of environmentally conscious leaders who, by promoting pro-environmental behavior among employees and by implementing a psychological contract for the environment, support transformational processes in the industry. In the face of growing challenges, such as infrastructure modernization, technology innovation, and the need for energy efficiency, it is essential to focus on employee attitudes and engagement to meet the demands of sustainability and ensure the stability and future of the energy sector in Poland.

This study aims to make a novel contribution to the pro-environment literature in six ways. First, it shows empirical evidence of a relationship between pro-environmental inclusive leadership and pro-environmental behavior in organizations. Second, it tests an indirect mechanism for fulfilling the psychological contract for the environment that significantly increases the positive relationship between pro-environmental inclusive leadership and pro-environmental work behavior. Third, it demonstrates the relevance of pro-environmental mindfulness as a determinant in shaping the relationship between pro-environmental inclusive leadership and pro-environmental work behavior. Fourth, it confirms the moderating role of pro-environmental consciousness on the influence of pro-environmental inclusive leadership and pro-environmental work behavior in the organization by fulfilling the psychological contract for the environment, thus increasing the indirect effect among employees with high levels of pro-environmental consciousness. Fifth, the study contributes to the widening of the literature on green human resource management and environmental psychology by developing the concepts of psychological contract, inclusive leadership, and organizational behavior in a pro-environmental and sustainability context. Sixth, this study, as one of the first conducted in the Polish energy sector, provides innovative insights into the role and importance of green leadership and green behavior in the industry.

2. Theoretical Background and Development of Hypotheses

Given the nature of the workplace, a proper framework is needed to analyze employee behavior in this particular setting. A social exchange theory (SET)-based theoretical framework has been used to analyze pro-environmental behavior (PEWB) in the workplace. This theory has the ability to investigate pro-environmental acts and, in the research, is firmly based on organizational behavior and human resources [22]. “Voluntary actions by individuals that are motivated by the benefits they are expected to bring and usually actually do bring to others” is what is meant to be understood by social exchange [23]. When applied to energy workers, this means that they will act in a way that benefits the environment if they believe that their employer is dedicated to establishing and preserving favorable working conditions. It is therefore considered that adopting SET principles as a basis for exploring the formation of pro-environmental behavior at work can be beneficial in promoting organizational sustainability among employees.

The importance of inclusive leadership is strongly articulated in the literature. Inclusive leadership is a leader’s approach that focuses on each individual in the team, with relationships, emotions and social justice at its core [24]. Various authors in the field also emphasize providing autonomy to individual employees and allowing them to act independently [25], as well as showing appreciation for efforts and taking targeted organizational action [26]. Ashikali et al. [27], define inclusive leadership as encouraging the exchange, discussion and utilization of diverse employee characteristics, as well as fostering the full participation of all employees in order to meet the needs of individuation and belonging. In other words, inclusive leadership includes a set of actions that, on the one hand, promote the participation of all team members in targeted organizational activities, including pro-environmental ones, and, on the other hand, encourage team members to adopt the organization’s preferred green educational behavior, incorporating the whole team in the process.

As highlighted by Kuknor and Bhattacharya [28], inclusive leaders exhibit four behaviors, namely empowerment, humility, courage and responsibility. The leader’s empowerment behavior manifests itself through delegating pro-environmental tasks, thereby enabling direct reports to develop and grow their green skills. Humility in a leader involves a willingness to acquire green knowledge and formulate constructive feedback in this regard. Courage is exemplified by a leader’s willingness to put the collective good of sustainability ahead of personal benefit in order to achieve pro-environmental organizational goals. Finally, an inclusive leader fosters social responsibility among his or her subordinates by granting them authority and holding them accountable for their own performance, especially in green areas under their control [28]. Based on the above, inclusive leadership should be considered in the category of pro-environmental leadership, in which relationships, emotions and social justice are important and leaders provide autonomy to individual employees and show appreciation for their efforts and contributions to pro-environmental work behavior.

Both leaders and employees can engage in pro-environmental work behavior to support their organization in achieving organizational social sustainability. Pro-environmental work behavior is conceptualized as targeted actions and behaviors that all employees engage in to help their organization achieve sustainability. According to a study by Homburg and Stolberg [21], employees’ pro-environmental work behavior can be divided into direct and indirect. Direct pro-environmental behavior at work includes specific actions to protect the working environment, such as recycling, sustainable policies, and organizational strategy. Indirect pro-environmental work behavior, on the other hand, involves motivating and encouraging others to take such organizational action. In this way, employees not only act pro-environmentally themselves for the benefit of the organization but also, with the help of leaders, undertake such organizational behavior. Therefore, in this article, the pro-environmental behavior of employees at work will not be treated in the category of consumer behavior for personal environmental protection but as pro-environmental behavior within the company’s operations.

Previous research has shown that environmentally conscious leader behaviors motivate and inspire employees to engage in pro-environmental activities [15,29,30]. Therefore, it can be tentatively assumed that through pro-environmental inclusive leadership, leaders promote environmental values among employees and integrate them into daily organizational activities. As a result, employees feel committed to sustainability, which leads them to systematically engage in pro-environmental behavior for the benefit of the organization. On this basis, the following hypothesis was formulated:

H1. 

Pro-environmental inclusive leadership (PEIL) is positively related to pro-environmental work behavior (PEWB).

Many researchers have identified leadership style as one of the most important factors influencing employees’ work behavior [31,32,33,34]. The majority of studies to date consider these relationships, which have a direct cause-and-effect relationship. An explanation of indirect regularities may be found in the context of the concept of psychological contract. In the environmental literature, an interesting topic for in-depth research is the mediating effect of fulfilling the psychological contract for the environment on employees’ willingness to engage in pro-environmental work behavior [17]. The psychological contract defines how employees build long-term job security and how employers ensure employees’ commitment to specific organizational interests. Both aspects of the contract are defined from the employee’s perspective on the relationship between the two parties [35]. Given that high-quality contractual relationships are becoming the standard in organizational settings, employees are more likely to internally benefit from organizational membership by undertaking sometimes pro-innovative behaviors [16]. In such a context, employees are more likely to reciprocate by performing behaviors particularly valued by the employer. Empirical research indicates that the fulfillment of prior promises by organizations leads to greater employee trust in leaders. Consequently, employees are more likely to follow leaders’ suggestions because they are confident that their promises will be kept [36,37]. If employees are aware that developing a pro-environmental consciousness and promoting pro-environmental activities is an important goal of their employer, and the leader involves his or her employees in creating, developing and maintaining high-quality green relationships in the long term, then a new category can be said to be realized: fulfilling the psychological contract for the environment.

Based on previous findings, if pro-environmental inclusive leadership is positively related to pro-environmental work behavior, then fulfilling the psychological contract for the environment has an indirect effect on this relationship. Investigating the impact of fulfilling the psychological contract for the environment in the context of environmental sustainability may be helpful in exploring possible indirect causes of employees engaging in pro-environmental work behavior. As there are no studies in the current empirical literature that show a mediating effect of fulfilling the psychological contract for the environment on the relationship between pro-environmental inclusive leadership and pro-environmental work behavior, the following hypothesis seems relevant:

H2. 

Psychological contract fulfilling for the environment (PCFE) mediates the relationship between pro-environmental inclusive leadership (PEIL) and pro-environmental work behaviors (PEWB).

The definition of environmental consciousness is derived from the ideology of environmentalism, which asserts that every living thing, including nature, has environmental rights that must be protected [38]. Environmental consciousness encompasses people with the same set of values and belief systems who care about ecology, can act for the good of nature, and use renewable resources. As Zelezny and Schultz’s [39] research indicates, pro-environmental consciousness is a key component of the belief system that determines individuals’ willingness to take ecological action. Furthermore, Monhemius [40] points out that pro-environmental consciousness is a complex system of values and attitudes that makes it an important factor in organizational contexts.

Pro-environmental consciousness, as part of a belief system, influences employees’ level of knowledge regarding the environmental consequences of their actions [41]. As a result, employees with a high level of environmental consciousness are more aware of the impact of their work on the environment and more likely to take action in line with the organization’s pro-environmental values. Those with developed environmental consciousness are more likely to identify with a company’s pro-environmental values, which in turn influences their willingness to fulfill their obligations under the environmental psychological contract. In the context of pro-environmental inclusive leadership, leaders who promote environmental values can count on greater support from employees with a high level of pro-environmental consciousness.

According to research by Kang and James [42], environmental consciousness translates into the extent to which an organization produces environmentally beneficial products, minimizing negative impacts on nature. In this context, pro-environmental inclusive leadership that promotes environmental values may be more effective in organizations where employees have high environmental consciousness. These leaders can communicate pro-environmental goals and strategies more effectively, and employees will be more inclined to implement them.

At the attitudinal and behavioral level, pro-environmental consciousness is associated with a strong positive attitude towards environmental protection [43]. Employees who have a developed pro-environmental consciousness are more likely to engage in environmental activities, which reinforces the fulfillment of the psychological contract for the environment. This means that these employees are more likely to fulfill the expectations of pro-environmental inclusive leadership, which in turn influences the better environmental performance of the organization. Given the above, it can therefore be assumed that pro-environmental consciousness can be considered a key determinant of the relationship between pro-environmental inclusive leadership and the fulfillment of the psychological contract for the environment. A high level of environmental consciousness in employees reinforces this relationship, leading to greater commitment to pro-environmental activities and better fulfillment of the psychological contract. Thus, the next hypothesis is as follows:

H3. 

Pro-environmental consciousness (PEC) conditions the relationship between pro-environmental inclusive leadership (PEIL) and psychological contract fulfillment for the environment (PCFE), strengthening it for employees with high levels of pro-environmental consciousness (PEC).

As demonstrated above, pro-environmental consciousness is treated as a multidimensional mental state variable. Both leaders and employees may vary in terms of pro-environmental consciousness, from a basic level reflecting a general concern for the environment to a more specific level resulting in more organization-specific behavior. However, it is uncertain whether pro-environmental consciousness itself determines changes in environmental behavior or whether other indirect relationships influence this relationship. Schwepker and Cornwell [44] found that, as people become aware of an environmental problem, their pro-environmental attitudes and intentions may change. In contrast, Stanley and Lasonde [45] studied the impact of involvement in environmental issues and found that people who are highly involved in environmental issues evaluate the actual merits of any particular behavior and engage in a different set of environmental behaviors than people who are less involved in environmental issues. Pickett et al. [46], Granzin and Olsen [47], and Chen et al. [48] emphasized in their research that individuals performing specific environmentally conscious behaviors are likely to differ from each other. Their results show that each behavioral pattern has its own set of mediators and predictors and that no generalizable set of variables can be used to integrate behavioral dimensions. In fact, there are different aspects of understanding environmentally conscious causes, influencers, determinants, and consequences of pro-environmental work behavior.

Assuming that pro-environmental consciousness also moderates the relationship between pro-environmental inclusive leadership and pro-environmental work behavior, it can be hypothesized that pro-environmental consciousness will conditionally influence the strength of the indirect relationship of psychological contract fulfillment for the environment between pro-environmental inclusive leadership and pro-environmental work behavior. Employees with high levels of pro-environmental consciousness may be more likely to engage in their organization’s pro-environmental initiatives, which in turn leads to better psychological contract fulfillment for the environment. This makes pro-environmental inclusive leadership more effective, reinforcing the pro-environmental behavior of employees. In this way, pro-environmental consciousness acts as a moderator, increasing the indirect effect between leadership and behavior. On this basis, the following hypothesis was proposed:

H4. 

Pro-environmental consciousness (PEC) conditions the indirect relationship between pro-environmental inclusive leadership (PEIL) and pro-environmental work behaviors (PEWB) via psychological contract fulfillment for the environment (PCFE), increasing the indirect effect for employees with high levels of pro-environmental consciousness (PEC).

Figure 1 shows the conceptual model of the study.

3. Method

The empirical basis for the analyses presented in this paper and the conclusions formulated is information obtained through a cross-sectional survey of employees working in various energy industry organizations. The undertaking that provided the dataset was an anonymous quantitative survey conducted in Q1 2024 on a sample of 649 respondents. The survey was conducted using a computer-assisted web interviewing (CAWI) technique. Deductionism, which involves deriving specific conclusions from general assumptions or theories, was used as the research approach. In the case of this study, this is the SET theory of social exchange. The research procedure was underpinned by a process of logical inference, which began with the formulation of four research hypotheses developed from other research and theory and ended with specific, testable conclusions, which are formulated in the final sections of this article.

4. Survey Procedure and Participants

The respondents in the study were employees working in the energy industry at different positions and levels of the professional hierarchy in Poland. The data collection procedure started with face-to-face personal contact with employees, which allowed for direct contact and a better understanding of their work context. Before building the research tool (survey questionnaire), the author of the thesis had a number of discussions and consultations with people employed in the energy industry, following which the concept for conducting the research was outlined, together with the selection of variables. Following this, a survey questionnaire was created on the basis of adapted existing measurement scales, which, after various post-pilot modifications, was given an implementation form. The survey then continued using the snowball method, which involved those initially contacted being asked to invite their colleagues to participate in an anonymous survey [49].

The specific steps in the procedure were as follows:

(1)

Direct personal contacts: the researcher made contact with energy sector employees through face-to-face meetings and email communication, which allowed for an introduction to the study and encouraged participation. The sampling procedure and the technical solutions used in the method adopted are as follows: The 55 employees of the energy industry, with whom the author of this paper has a close relationship (professional, family, friendship), were approached and asked to assist in reaching a broad community of employees in the energy industry with the research questionnaire. Each of these individuals had a university degree (majors: economics, computer science, physics, mathematics) and had worked in the energy industry for no less than 5 years. These professionals lived and worked in different cities of the country (Łódź, Poznań, Toruń, Warsaw). They were introduced to the idea and scope of the study, expressing their willingness to start their own community networks. The criteria for including an employee working in the energy industry in the survey sample were reduced to having at least 2 years of work experience in the energy industry. Respondents included in the sample were, however, allowed to work in various forms of employment and to have different technical specializations. No restrictions were placed on their age, gender, place of work, or residence.

(2)

Snowball method: Those who were willing to participate in the study were asked to spread the word about the study to their colleagues. In this way, using the snowball technique, a wider range of respondents was reached. From the initial research of the professional environment of energy professionals, it became clear that it is characterized by fairly extensive interpersonal relations—in principle, all the energy professionals known to the author maintain relatively frequent contacts with a wider or smaller circle of other energy professionals: face-to-face, via the internet, etc. These social networks play a significant role in these professional environments, which is not exhausted by a purely social function. The mechanisms of this phenomenon of the networking of interpersonal professional contacts, which is characteristic of the energy environment, were decided upon by means of snowball sampling. This was undertaken in the knowledge that the sample thus obtained would be characterized by a certain value of statistical representativeness.

(3)

Google form: A Google form, which was available online for the first quarter of 2024, was used to collect data. The address base consisted of the e-mail addresses of 55 energy professionals familiar to the author who expressed a desire to launch their own environmental networks. A total of 687 e-mail addresses were acquired from the networks launched. Invited respondents were able to complete the form at their convenience and at a time and place that made it more convenient and accessible to participate in the survey.

The snowball reference sampling technique proved to be effective in the context of the study, as it allows one to reach a diverse workforce in the energy sector, which in this case contributed to obtaining a purposive research sample. The survey focused on the energy sector in Poland due to its intensive involvement in pro-environmental management, implementation of environmental policies, promotion of pro-environmental activities, and minimization of environmental impacts. In addition, the sector places a strong emphasis on employee education to improve eco-efficiency and achieve environmental sustainability [50].

The research procedure was conducted in accordance with the basic ethical principles set out in the Declaration of Helsinki, which ensured high ethical standards during the implementation of the study. Each survey questionnaire began with a detailed description of the purpose of the study and an explanation of the content of the questionnaire to fully inform participants of the context and meaning of the study. As the survey was voluntary and did not interfere with the company’s confidential information, the consent of the respondents’ management was not needed to obtain data from employees. The form also included a confidentiality statement to protect respondents’ privacy and increase their sense of security when completing the survey. All survey participants gave informed consent to participate. The survey resulted in 687 completed questionnaires. However, questionnaires containing incomplete information were excluded from the analysis. After removing the incomplete questionnaires, the final survey sample was 649 respondents. The response rate of the survey was therefore 94.5%, demonstrating the high accountability and commitment of the participants to the relevance of the survey topic. The estimated error was 5.16%, which allows the survey results to be generalized to the entire population of energy industry employees in Poland with a high degree of accuracy. The sample size was well justified and exceeded the suggested sample size for structural equation modeling [51]. Thus, the results obtained can be considered reliable and representative for the entire population of energy industry employees in Poland.

The survey of energy industry employees in Poland included a diverse group of respondents in terms of gender, age, length of service, level of education, and positions held. Of the survey participants, 20.1% were female and 78.9% were male. The average age of respondents was 34.2 years (SD = 4.9), indicating a relatively young research population. The average length of service was 4.8 years (SD = 2.5), suggesting that most respondents already had some work experience in the energy sector. The analysis of the educational level showed that more than 60% of the employees had a university degree, indicating a high level of competence among the survey participants. In addition, 30% of respondents had completed postgraduate studies, and 9.2% held a bachelor’s degree. This distribution of education indicates a large number of highly qualified professionals in the sample. In terms of positions held, 58.2% of respondents were employed in managerial positions, which included various levels of management. Of these, 12.3% held positions at the top management level, 14.4% at the middle management level, and 31.5% of managers had direct supervision of staff teams. This distribution of positions shows that a significant proportion of the respondents held managerial positions, which may have a significant impact on their perception and experience of pro-environmental management and pro-environmental policies in their workplaces.

The research procedure was based on the use of a structured survey questionnaire. To verify that the data obtained were free of common method bias, a Harman univariate test was performed, grouping all items into a single factor for a test of common method bias [52]. The total variance of the factor calculations did not exceed 36.1%, or less than 50% [53], which is an acceptable result and indicates that common method bias is low for the present study.

5. Measurement Tools Used in the Study

In the study, data were collected using a composite measurement instrument that consisted of a battery of tests by Ashikali [54], Rousseau and Tijoriwala [55], Guest and Conway [56], Robertson and Barling [57], and Huang et al. [58], aggregated to a single survey questionnaire. As all measurement tools were available in the English-language literature, it was necessary to carry out thematic and cultural adaptations as recommended by Behling and Law [59]. This process included the following:

(1)

Translating the English versions of the tests into Polish, adapting some items to the pro-environmental context of the work.

(2)

Asking three independent judges competent in English philology, work and management psychology, and statistical methods to complete the questionnaires in the original version.

(3)

After a three-week break, asking the same group of experts to complete the questionnaires in a translated Polish version.

(4)

Conducting a test–retest and calculating Pearson correlation coefficients between all items found in the measurement tools, for both the English and Polish versions. All items achieved a statistically significant correlation value up to p < 0.001, and the entire aggregated survey questionnaire reached an acceptable level of alpha-Cronbach’s coefficient (p = 0.79).

• Pro-environmental inclusive leadership (PEIL)

Pro-environmental inclusive leadership was measured using the inclusive leadership scale developed by Ashikali [54]. The scale was adapted to reflect inclusive leadership behaviors related to environmental concerns. It consists of 13 items to which respondents answered using a 5-point Likert scale (from 1—‘strongly disagree’ to—‘strongly a agree’). Example item: “My leaders encourage me to discuss diverse viewpoints and perspectives on solving environmental problems with my colleagues”. The alpha-Cronbach’s coefficient for this scale was α = 0.81.

• Fulfillment of the psychological contract for the environment (PCFE)

Fulfillment of the psychological contract for the environment was measured using a scale based on the work of Rousseau and Tijoriwala [55] and Guest and Conway [56]. It consists of 17 items that were adapted to reflect expectations and obligations related to concerns for the environment. The questionnaire assessed the fulfillment of the contract by the employee and the employer through the following two groups of items: “How do you assess your supervisor’s fulfillment of promises and commitments to the environment?” (8 items) and “to what extent do you fulfill the promises and commitments for the environment made by you to your supervisor?” (9 items). Responses were given on a 7-point Likert scale (from 1, “not fulfilled at all”, to 7, “completely fulfilled”). The alpha-Cronbach’s coefficient was α = 0.84.

• Employees’ pro-environmental work behavior (PEWB)

Employees’ pro-environmental work behavior was measured using a seven-item scale developed by Robertson and Barling [57]. Respondents answered questions using a 5-point Likert scale ranging from 1 (‘strongly disagree’) to 5 (‘strongly agree’). An example item was “I print double-sided whenever possible”. The alpha-Cronbach’s coefficient for this scale was α = 0.78.

• Pro-environmental consciousness (PEC)

Pro-environmental consciousness was assessed using an eight-point scale developed by Huang et al. [58]. Respondents rated their opinions on a 5-point Likert scale from 1 (‘strongly disagree’) to 5 (‘strongly agree’). An example item was “I am aware of actions I can take to improve the environment”. The alpha-Cronbach’s coefficient for this scale was α = 0.89.

6. Results

6.1. Measurement Analysis Model and Its Reliability and Validity

Before modeling the structural equations and testing the research hypotheses, it was necessary to evaluate the measurement model according to Anderson and Gerbing [60]. The first step was to standardize the 7-point measurement scale ‘Fulfillment of the psychological contract for the environment’ to a 5-point scale. This step aimed to standardize the four variables used in the survey. In the process, a method of rescaling the data was used by grouping the responses, as follows: responses 1 and 2 on the 7-point scale corresponded to response 1 on the 5-point scale, and responses 6 and 7 on the 7-point scale corresponded to response 5 on the 5-point scale. The evaluation of the measurement model is crucial to establishing the validity and reliability of the constructs under study. A partial least squares (PLS) algorithm was used to derive the measurement model. A reliability analysis of the constructs was carried out, providing Cronbach’s α values. Cronbach’s α values for all constructs were greater than 0.7, indicating good internal reliability, in line with Cronbach [61].

The Kaiser–Meyer–Olkin (KMO) test of sphericity and Bartlett’s test [62] were then performed to check the suitability of the data for factor analysis and to assess model fit. The KMO value obtained ranged from 0.8 to 1, confirming good data properties. Bartlett’s test of sphericity at a significance level of p < 0.001 also indicated the validity of using factor analysis. The next step was to assess convergent validity by reporting the average variance extracted (AVE) for each construct. The constructs met the threshold criteria, with AVE values above 0.50 [63].

AVE values ranged from 0.5 (PEIL) to 0.71 (PEWB), confirming the convergent validity of the constructs. These results are presented in

Table 1. Construct tests, reliability and validity.

Measurement	PEIL	PCFE	PEWB	PEC
KMO	0.85	0.96	0.89	0.91
Sphericity Bartlett’s test	χ2 (13) = 1125.5 *** p ≤ 0.001	χ2 (17) = 2097.1 *** p ≤ 0.001	χ2 (7) = 1857.2 *** p ≤ 0.001	χ2 (8) = 2206.4 *** p ≤ 0.001
Alpha Cronbach	0.81	0.84	0.78	0.89
Loading	0.77	0.72	0.67	0.81
AVE	0.55	0.59	0.71	0.64

Notes: PEIL—pro-environmental inclusive leadership; PCFE—psychological contract fulfillment for the environment; PEWB—pro-environmental work behavior; PEC—pro-environmental Consciousness, significance level *** p ≤ 0.001.

, which allowed the results for each construct to be presented clearly. Through these tests and analyses, it was confirmed that the measurement model was suitable for further structural analysis.

The process of testing discriminant validity followed the guidelines of Fornell and Larcker [64]. Discriminant accuracy is assessed by checking whether the estimated correlations between constructs are less than the square roots of the AVE for each construct. The analysis showed that the square root of the AVE for each latent variable is higher than the highest correlation with any other latent variable. This means that the constructs are more correlated with their own indices than with the indices of other constructs, confirming their discriminant validity. All constructs reached the required threshold, indicating the validity of the model. These results are presented in

Table 2. Fornell–Larcker criteria of discriminant validity.

Variables	PEIL	PCFE	PEWB	PEC
PEIL	0.76 ***
PCFE	0.51 ***	0.81 ***
PEWB	0.66 ***	0.51 ***	0.77 ***
PEC	0.24 **	0.47 **	0.25 **	0.72 ***

Notes. ** p ≤ 0.01, *** p ≤ 0.001.

, allowing a clear presentation of the analyses. With this test, it was confirmed that the model meets the discriminant validity criteria, which is crucial for its further application.

In summary, the tests carried out ensured that the data are reliable and relevant, which is key to the correct modeling of structural equations. Ultimately, a well-constructed measurement model provides a sound basis for testing the stated research hypotheses.

6.2. Hypothesis Testing Using a Structural Model

Structural equation modeling (SEM) based on maximum likelihood with bootstrap estimation was conducted to test the research hypotheses derived from the literature and to empirically verify the hypothesized research model. This method is often chosen by researchers, including the author of this study, for its precision, flexibility, and ability to deal with data problems, leading to more reliable and effective methods for testing the effects of intervention variables [65,66]. All the bootstrapped SEM results obtained [67], together with the verification of the research hypotheses set, are presented in

Table 3. Direct, indirect and mediated moderation effects of the hypothesis verification effect.

Tested Relationships	β	SD	t-Statistics	p-Value	Hypothesis Verification Effect
PEIL → PEWB	0.507	0.05	3.48	0.001	H1 supported
PEIL → PCFE → PEWB	0.416	0.03	6.41	0.001	H2 supported
PEIL × PEC on PCFE	0.083	0.07	2.69	0.000	H3 supported
PEIL × PEC on PEWB	0.098	0.05	5.93	0.001	H4 supported

.

The results obtained support hypothesis H1, proving unequivocally that pro-environmental inclusive leadership (PEIL) (β = 0.507, p ≤ 0.001) has a significant direct positive effect on employees’ pro-environmental work behavior (PEWB).

To verify the mediating effect, a mediation analysis [66] of the effect of the fulfillment of the psychological contract for the environment (PCFE) on the relationship between pro-environmental inclusive leadership (PEIL) and pro-environmental work behaviors (PEWB) was performed. A significant indirect effect on PCFE was found to significantly and positively increase the direct relationship of PEIL (β = 0.416, p ≤ 0.001) with PEWB, thus confirming a mediating relationship supporting H2.

To assess moderated mediation, three conditions had to be met: (1) there should be a significant mediating effect, (2) there should be a significantly statistical interaction between the mediator and moderator in predicting the dependent variables, and (3) the independent variable should show different conditional indirect effects on the dependent variable through the mediator at high and low moderator levels [66]. According to the procedure undertaken, PCFE was shown to significantly mediate the relationship between PEIL and PEWB, which meant that condition one for moderated mediation was met. The calculations also showed that the interaction of PEIL with PEC was found to be statistically significant in predicting PCFE (β = 0.083, p ≤ 0.001), thus satisfying the second condition. Additionally, the inclusion of a product expression between PEIL and PEC resulted in a statistically significant increase in the amount of explained variance within PCFE (ΔR² = 0.0211, p < 0.001). This indicates a significant moderating effect of PEC on the direct effect of PEIL on PCFE. These results suggest that the occurring positive relationship between PEIL and PCFE is stronger for employees with high PEC, which confirmed hypothesis H3.

Condition three required that the magnitude of the conditional indirect effect of PEIL on PEWB through PCFR should be different for high and low levels of PEC. High and low PEC levels were operationalized as one standard deviation above and below the mean score [66]. For the high PEC level, the conditional indirect effect of PEIL was 0.119. Bootstrap standard error was 0.044, assuming 5000 bootstrap samples and a 95% confidence level, and the lower and upper confidence intervals were 0.051 and 0.192, respectively. For the medium PEC level, the conditional indirect effect of PEIL was 0.156. Bootstrap standard error was 0.031, assuming 5000 bootstrap samples and a 95% confidence level, and the lower and upper confidence intervals were 0.064 and 0.234, respectively. For the low PEC level, the conditional indirect effect of PEIL was 0.206. The bootstrap standard error was 0.099, assuming 5000 bootstrap samples and a 95% confidence level, and the lower and upper confidence intervals were 0.112 and 0.257, respectively. Thus, the above results suggest that the conditional indirect effect of PEIL on PEWB via PCFE is stronger under high PEC conditions (β = 0.098, p ≤ 0.001), which supports the confirmation of hypothesis H4.

7. Discussion

The present study was conducted to gain a better understanding of the pro-environmental pattern of employer–employee relationships and to find out whether managers adopting a pro-environmental inclusive management style contribute to employees’ pro-environmental consciousness. To this end, a moderated mediation mechanism of the effect of pro-environmental consciousness (PEC) on the mediating role of psychological contract fulfillment for the environment (PCFE) in pro-environmental inclusive leadership (PEIL) and pro-environmental work behavior (PEWB) relationships in the energy industry was tested. In order to achieve this objective, data were collected using the computer-assisted web interview (CAWI) method from 649 employees in the energy industry in Poland. As a result, structural equation modeling based on maximum likelihood with bootstrap estimation yielded interesting findings proving the confirmation of the research hypotheses.

Based on the theory of inclusive leadership and the concepts of environmental consciousness and the psychological contract, the research conducted shows that pro-environmental inclusive leadership is indirectly but positively related directly to employees’ pro-environmental work behavior, through the fulfillment of the psychological contract for the environment. Furthermore, pro-environmental consciousness moderates this relationship, and higher pro-environmental consciousness strengthens the indirect effect of pro-environmental inclusive leadership on employees’ pro-environmental behavior at work through the fulfillment of the psychological contract for the environment. Inclusive leadership implies the involvement of all employees in decision-making processes and organizational activities [16], the fulfilled psychological contract builds a positive employer–employee relationship [68], and environmental consciousness enables employees to not only think but to primarily act to protect the environment [69].

Research confirms that, by being pro-environment, leaders promote certain pro-environmental attitudes and behaviors among their employees. By inclusively involving all employees, taking into account diverse perspectives, building a culture of responsibility, enhancing reputation, and striving for sustainability, employees have the opportunity to not only think but, above all, act to protect the environment. Through the actions of inclusive leaders, employees feel more responsible for the results of their actions and are more willing to engage in pro-environmental initiatives. Such actions therefore become a motivator to consciously engage in pro-environmental activities for the organization. Accordingly, pro-environmental inclusive leadership is significantly associated with pro-environmental employee behavior at work, supporting hypothesis H1. The positively validated hypothesis is in line with the systematic literature review conducted by Kuknor and Bhattacharya [28], which confirms this relationship by pointing out the relevance of inclusive leadership, including in the context of green HRM, in organizational inclusive activities, such as reinforcing an employee’s belonging to the organization, including diverse perspectives with regard to innovative green solutions, valuing the contribution an employee makes to the company, and encouraging employees to interact in various initiatives, including pro-environmental initiatives. Similarly, this link is highlighted in the study of Patwary et al. [70], emphasizing the role of open-minded and accepting ways for promoting positive employee behavior that are initiated by green, inclusive leaders.

The results also support hypothesis H2, which states that psychological contract fulfillment for the environment mediates the relationship between pro-environmental inclusive leadership and pro-environmental work behavior. The results therefore not only show a direct relationship between pro-environmental inclusive leadership and pro-environmental behavior of employees at work but also highlight the mediating role of fulfilling the psychological contract for the environment in this relationship. By feeling the fulfillment of a contractual relationship with green leaders, employees perceive their organization as more responsible towards society and the environment and thus engage in pro-environmental behavior at work. The present study findings support the conclusions of Paillé and Boiral [71], who have argued that the reciprocity resulting from fulfilling a psychological contract offers an alternative to predicting pro-environmental work behavior. In addition, research by Jackson, Ones, and Dilchert [72] strongly emphasizes this mediating relationship, indicating that employees working strictly in the green industry, when realizing high-quality organizational relationships, perceive pro-environmental work behavior in terms of job tasks rather than extra-role behavior. Therefore, the context of the energy industry, which is just becoming pro-environment, can make a key difference in shaping the determinants that lead individuals to adopt pro-environmental behavior in the work environment. Through green leaders who, when defining job tasks, promote sustainable human resource management, a culture of environmental sensitivity is developed, alongside the development of an organizational climate conducive to high-quality employer–employee relationships [73]. Hypothesis H2 supports this thesis.

Moreover, pro-environmental consciousness appears to play an important role in the strength of the pro-environmental inclusive leadership–pro-environmental employee behavior relationship at work. Employees with higher levels of pro-environmental consciousness more strongly perceive their organizations to be more sustainable and socially responsible and are more likely to take daily action to protect the environment. It was further proven that employees with higher levels of pro-environmental consciousness are more committed at work to undertaking pro-environmental behavior due to their strong positive relationships with green leaders as part of their fulfilled psychological contract. The results thus demonstrate a moderated mediation of pro-environmental consciousness on the direct and indirect relationship between pro-environmental inclusive leadership and the pro-environmental work behavior of employees. Thus, hypothesis H3 is fully supported. The results obtained are in agreement with a recent study by Naz et al. [74] on the importance of the role played by environmental consciousness in the relationship between green HRM, a psychological green climate, and pro-environmental behavior. Other studies argue that the effectiveness of environmental management in organizations largely depends on the environmental consciousness of employees, as it determines pro-environmental behavior, which consequently affects the overall environmental performance of the company [75]. Lack of awareness among employees can be a major obstacle to effective environmental performance and, consequently, can cause a sense of coercion and the circumvention of pro-environmental behavior [76]. Therefore, pro-environmental consciousness proves to be an integral construct in determining pro-environmental behavior.

It was further found that a high pro-environmental consciousness strengthens the indirect effect of pro-environmental inclusive leadership on employees’ pro-environmental work behavior through the psychological contract fulfillment for the environment. Thus, the results obtained also support hypothesis H4. Existing literature indicates that individuals with high levels of pro-environmental consciousness as an individual attitude towards the environment [77] are more environmentally responsible and are inclined to adopt sustainable and pro-environmental behaviors [78]. Similarly, other studies on the level of environmental consciousness [58,79] show that high levels of environmental consciousness reinforce the influence of different types of leadership on pro-environmental behavior. Consequently, recognizing the important role of high pro-environmental consciousness is crucial for the proper understanding and implementation of environmental challenges. Furthermore, it is worth considering the inclusion of the pro-environmental consciousness variable in other research models explaining pro-environmental behavior of employees.

7.1. Theoretical Implications

This study was conducted to improve our understanding of what drives employees to engage in pro-environmental behavior in the workplace. To achieve this goal, data were collected to test an initial research model in which pro-environmental inclusive leadership, pro-environmental consciousness, and psychological contract for the environment are examined as determinants of pro-environmental work behavior. The findings establish both direct and indirect links using effective mechanisms. The theoretical contribution of this study is primarily manifested in several aspects.

Firstly, the study presented in this paper tested a new theoretical model that links pro-environmental inclusive leadership with pro-environmental behavior, which includes a moderated mediation mechanism of the influence of pro-environmental consciousness on the mediating role of the fulfillment of the psychological contract for the environment. In other words, the model assumed psychological contract fulfillment for the environment as the mediating variable and pro-environmental consciousness as the conditioning variable of the relationship between pro-environmental inclusive leadership and the pro-environmental work behaviors of employees working in the energy industry.

Secondly, pro-environmental inclusive leadership is a relatively new approach in green leadership research, as it combines pro-environmental action with inclusivity, involving diverse stakeholder groups in workplace environmental decision-making processes. The relevance of this construct stems from the need for collaboration and engagement, which is based on a shared understanding and trust among all employee groups in order to effectively achieve sustainability goals. By incorporating diverse perspectives, pro-environmental inclusive leadership becomes crucial in times of increasing environmental awareness, where a diversity of voices is essential to creating sustainable green solutions in organizations.

Therefore, this study extends the existing literature by adding the predictor of pro-environmental inclusive leadership as one of the important antecedents of pro-environmental work behavior. It thus proves that pro-environmental inclusive leadership positively influences pro-environmental behavior at work. The results of the study suggest that, when organizations promote pro-environmental inclusive leaders, this motivates employees to engage in pro-environmental behavior.

Thirdly, the results of this study show that pro-environmental inclusive leadership positively influences pro-environmental employee work behavior, and that this relationship is mediated by fulfillment of the psychological contract for the environment. Thus, it has been proven that there are underlying mechanisms that indirectly relate to the pro-environmental inclusive leadership–pro-environmental employee behavior at work relationship, and that the fulfillment of the psychological contract for the environment is the underlying mechanism that accounts for this relationship. This means that a high-quality contractual relationship can induce employees to become more committed to environmental action at work. For example, when employees feel included in CSR decision-making and organizational activities, they are more likely to take environmentally friendly actions alongside their daily duties. These findings highlight the importance of the quality of contractual relationships in green leaders’ promotion of pro-environmental behavior in the workplace.

Fourthly, the study contributes to the existing literature by including pro-environmental consciousness as a moderator between pro-environmental inclusive leadership and pro-environmental work behavior. In the specific context of sustainability, when employees feel that leaders promote and stimulate environmentally conscious behavior, employees more consciously perceive their organization to be more sustainable and environmentally friendly, which in turn makes them specifically engage in greener behavior. Treating pro-environmental consciousness as an intervention mechanism underlying the relationship between pro-environmental inclusive leadership and pro-environmental work behaviors therefore enriches the existing literature on the determinants of interactions and extends the researchers’ theoretical view.

Fifthly, this study provides empirical evidence to support the moderating role of pro-environmental consciousness on the impact of pro-environmental inclusive leadership and pro-environmental behavior in an organization by fulfilling the psychological contract for the environment, thus increasing the indirect effect among employees with high levels of pro-environmental consciousness. In other words, the level of pro-environmental consciousness is not only a barrier, but its high level becomes a key determinant influencing the mechanism that determines the undertaking of pro-environmental behavior at work. This is particularly true when organizations are trying to become greener by introducing policies to reduce environmental impact.

Finally, the model was tested in the specific context of the operation of the Polish energy sector, which has been changing over recent years under the influence of increasing environmental concerns.

7.2. Practical Implications

This study provides valuable practical implications for top management and decision makers to ensure that employees are engaged in implementing green human resource management practices and corporate environmental strategies to achieve environmental performance. This becomes very important given the increasing environmental responsibility borne by the Polish energy sector and the high dependence on natural resources. This makes it necessary for the leaders of organizations in the energy sector to think more consciously and include employees in environmental protection activities. Implementing pro-environmental management systems or low-carbon technologies requires parallel support through changes in employees’ pro-environmental behavior.

It is therefore important for leaders to actively promote a pro-environmental work culture, integrating environmental objectives into daily tasks and decision-making processes. Furthermore, a management style with a green leadership spirit helps to instill and promote pro-environmental behavior among employees. The results indicate that employees’ sense of fulfilling a psychological contract for the environment can be analyzed as an intrinsic motivation that strengthens employees’ willingness to engage in pro-environmental work behavior. When an employee experiences the fulfillment of a promise, this can carry positive consequences in terms of the sustainability of the organizational environment. From a social exchange (SET) perspective, employers should be aware that an inclusive leadership style can help employees to acquire positive perceptions of promise fulfillment as part of a psychological contract. By making supportive decisions, employers can send a positive signal to employees indicating their commitment to maintaining quality employment relationships. It is therefore important that managers clearly understand and communicate environmental policies through reciprocity. Once such a policy is in place, they should train and motivate employees to engage in pro-environmental behavior by providing appropriate training and resources. Additionally, managers themselves should receive training on how to become green leaders in order to best support the organization’s environmental efforts. Implementing monitoring mechanisms and systems to reward employees for pro-environmental initiatives can further strengthen adherence to fulfilling the psychological contract and increase commitment to environmental protection.

In addition, organizations can strengthen the pro-environmental awareness of their employees through regular information campaigns that make employees aware of the importance of their actions for work environmental protection. Based on the reciprocity between the partners in a given relationship, social exchange theory is particularly relevant in an organizational setting when employee behavior falls into the category of behavior performed consciously and voluntarily. This becomes all the more relevant when employees work in a green industry, of which the energy sector is one. Pro-environmental work behavior should be seen not in the category of consumer behavior in favor of general environmental protection but as formal job tasks. This is a key issue that can allow organizations to better understand how to influence increased levels of pro-environmental awareness among employees and how to appropriately model the factors that lead individuals to adopt pro-environmental behavior in the work environment. Therefore, all organizations, regardless of industry, should emphasize environmental protection as an important issue. Organizations in the energy sector, on the other hand, should promote a culture of environmental sustainability and develop an internal climate conducive to quality relationships between employees and the organization.

Inclusive leadership plays a key role, as the study found that it has a direct impact on increasing pro-environmental behavior among employees. This means that managers should be well equipped to act as leaders who can motivate and inclusively guide teams towards pro-environmental goals. Only through such a comprehensive approach can sustainability be achieved and the environment effectively protected.

7.3. Limitations and Future Research Directions

Like all research, the current study is not free of limitations to be addressed in further exploration. Firstly, this study analyzed the mediating role of psychological contract fulfillment for the environment and the moderating role of pro-environmental consciousness. However, the constructed model does not exhaust the contribution of other variables that may explain the relationship between pro-environmental inclusive leadership and pro-environmental behavior in organizations. An interesting direction for future research would be to verify the role of perceived organizational support, supervisory support, trust, or level of environmental knowledge in shaping this relationship.

Secondly, the study included pro-environmental inclusive leadership as an explanatory variable. Future research could test other types of leadership, such as transactional, environmental, or educational leadership, which may also influence pro-environmental behavior in the organization.

Thirdly, data were collected through self-report questionnaires, which may lead to bias and limited causality compared with longitudinal data. Nevertheless, the analyses conducted established causal pathways, confirming that pro-environmental inclusive leadership predicts pro-environmental work behavior. Further research using longitudinal studies is recommended, which could provide a more precise picture of the relationship and explore the directions of causality.

Fourthly, the study was conducted only in the Polish energy sector. In order to generalize the results, it would be useful to collect data from other sectors that are also responding to changing conditions and environmental challenges, such as the automotive sector.

Fifthly, although the study group was representative of Poland, the conclusions can only be applied to this country and this specific study group. In the future, it would be worthwhile to conduct similar comparative research in other European countries with similar environmental characteristics, which would enable a better understanding of the differences and similarities in different cultural contexts.

8. Conclusions

In summary, this study aimed to investigate the role of pro-environmental inclusive leadership in undertaking pro-environmental work behavior. It was conducted in the Polish energy industry, which is now increasingly committed to environmental protection. The results confirm the existence of a direct effect of pro-environmental inclusive leadership on pro-environmental behavior and the mediating role of the psychological contract fulfillment for the environment. This study also focused on verifying a moderated mediation model in which pro-environmental consciousness moderates the relationship between inclusive leadership and the pro-environmental behavior of employees, and the fulfillment of the psychological contract for the environment mediates this relationship. These findings highlight the importance of a pro-environmental consciousness and green leadership in promoting pro-environmental attitudes and actions in the workplace. This study is also one of the first to make a significant contribution to the literature on the role of leadership and green behavior in the Polish energy sector, suggesting that pro-environmental inclusive leadership may be a key factor in the transformation of the energy industry towards low-carbon sustainable development.