Sustainable Leadership and Green HRM: Fostering Environmentally Responsible Organizational Cultures

Simple Summary

This study examines how sustainable leadership and Green Human Resource Management (Green HRM) work together to create environmentally responsible organizational cultures in Jeddah, Saudi Arabia. Findings show that leaders who communicate a clear vision, model eco-friendly practices, and embed values into daily operations foster stronger employee commitment to sustainability. Green HRM practices such as green recruitment, training, performance evaluation, and recognition further support these leadership efforts. The study emphasizes that aligning leadership values with HRM systems builds authenticity, avoids greenwashing, and helps organizations embed sustainability into their culture in a meaningful way.

Abstract

This study explores how sustainability leadership and Green Human Resource Management (Green HRM) practices interplay to cultivate an environmentally responsible culture in organizations based in Jeddah. Through thematic analysis of participant interviews, the research identifies key leadership behaviors, such as visionary communication, role modeling, and operational integration, that align culturally grounded ethical values to drive sustainability. Green HRM practices, including green recruitment, targeted training, eco-friendly performance appraisals, and recognition systems, further reinforce these leadership efforts. The study highlights the importance of authentic alignment between leadership values and HRM policies to avoid perceptions of greenwashing and to institutionalize sustainable practices effectively. Findings emphasize that embedding sustainability within organizational culture requires a synergistic approach integrating leadership vision, HRM systems, and cultural context, fostering employee motivation and long-term environmental commitment. The implications provide valuable insights for organizations seeking to implement meaningful sustainability strategies aligned with both global goals and local values.

1. Introduction

In the wake of intensifying climate crises and rising ecological consciousness, sustainability has transitioned from a peripheral concern to a central strategic imperative for organizations globally. Environmental degradation, resource scarcity, and public awareness have compelled businesses to not only measure performance in economic terms but also to consider their ecological and social footprints [1,2]. Amid these evolving expectations, the concept of sustainable leadership, a leadership paradigm grounded in long-term environmental stewardship, stakeholder inclusivity, and ethical governance, has emerged as a pivotal force in shaping organizational conduct. Parallelly, Green Human Resource Management (Green HRM) has gained prominence as a functional enabler that embeds environmental consciousness into the fabric of employee-related policies and practices. The convergence of these two streams, sustainable leadership and Green HRM, offers transformative potential for fostering environmentally responsible organizational cultures that are capable of addressing the planet’s urgent sustainability challenges [3].

On the other hand, Green HRM operationalizes sustainability by embedding eco-friendly principles into the life cycle of human resource functions, from recruitment and training to performance management and rewards [4]. For instance, recruiting candidates with environmental values, offering green training, and appraising employees on environmental KPIs (Key Performance Indicators) are hallmark practices of Green HRM. It is not an isolated policy initiative but a strategic orientation that integrates ecological mindfulness across all levels of workforce management. Green HRM, therefore, acts as a conduct through which the visions and values of sustainable leadership permeate everyday organizational behavior and culture. The interplay between sustainable leadership and Green HRM is particularly compelling. Leaders set the tone at the top, shaping the organization’s priorities and legitimizing sustainability efforts through vision and modeling. However, without supportive systems such as Green HRM, such efforts often remain symbolic rather than substantive [5]. Conversely, even the most well-designed HRM practices can fail to produce lasting change in the absence of a leadership ethos that embraces and communicates environmental values. Hence, sustainable leadership and Green HRM must operate in synergy to cultivate cultures wherein environmental responsibility becomes intrinsic rather than instrumental [6]. Emerging empirical evidence underscores the critical role these practices play in shaping pro-environmental behavior. For instance, studies show that when employees perceive their leaders as environmentally responsible, they are more likely to engage in voluntary green behaviors beyond formal job requirements [7]. Similarly, organizations with Green HRM systems report higher levels of environmental performance and employee satisfaction [8]. Such findings suggest that sustainable leadership and Green HRM can drive not only compliance but also innovation and employee engagement in sustainability, fostering a deeper cultural transformation. The urgency of adopting such integrated approaches has been amplified by recent global developments. The COVID-19 pandemic, for instance, exposed the fragility of global supply chains and underscored the interconnectedness of human and ecological systems [9]. Likewise, regulatory pressures, such as the European Green Deal or the United Nations Sustainable Development Goals (SDGs), are compelling firms to demonstrate environmental accountability and resilience. In this context, fostering an environmentally responsible organizational culture is not merely a moral or reputational issue, but an existential one [10,11].

Furthermore, sustainability has become a crucial factor in talent attraction and retention. Millennials and Gen Z employees increasingly prioritize employers that demonstrate environmental commitment [12]. Green HRM practices, when supported by sustainable leadership, can thus enhance employer branding and foster deeper organizational commitment. They also support organizational agility by preparing employees to embrace change, innovate green solutions, and adapt to evolving ecological expectations. Despite the growing interest in these concepts, substantial gaps remain in understanding how sustainable leadership and Green HRM interact dynamically to shape organizational culture. Much of the existing literature examines these constructions in isolation, with limited attention to their integration and contextual application across industries and geographies. Moreover, questions remain about the role of organizational structure, power dynamics, and employee agency in mediating these processes. Addressing these gaps is essential for designing holistic sustainability strategies that are not only impactful but also inclusive and adaptable.

Jeddah, the commercial capital of Saudi Arabia and gateway to the holy cities of Makkah and Madinah, is a pivotal urban hub undergoing a profound socio-economic transformation. As part of the Kingdom’s broader Vision 2030 framework, Jeddah has emerged as a strategic focal point for sustainable urban development and economic diversification. Vision 2030, a national blueprint launched by Crown Prince Mohammed bin Salman, emphasizes environmental sustainability, economic modernization, and human capital development as cornerstones of national growth [13]. Within this context, the integration of sustainable leadership and Green Human Resource Management (Green HRM) becomes essential for fostering organizational cultures that align with national and global sustainability imperatives. Organizations in Jeddah, especially those in sectors like hospitality, manufacturing, logistics, and services, increasingly recognize the importance of environmental responsibility as a competitive differentiator and a stakeholder expectation. However, many local firms still treat sustainability as an auxiliary concern rather than integrating it into core business strategies [14].

The role of Green HRM in supporting this leadership agenda is equally vital. HR practices such as green recruitment, sustainability-focused training programs, and eco-conscious performance evaluations are essential in aligning employee behavior with organizational sustainability goals [15]. Culturally, there exists a potential synergy between Islamic environmental ethics, khalifa (stewardship) and amana (trust), and Green HRM principles, suggesting that sustainability can be indigenized within Saudi organizational values [16].

Thus, Jeddah represents a compelling case for exploring the nexus of sustainable leadership and Green HRM in fostering environmentally responsible cultures. In an economy that is transitioning from oil dependence to diversified, knowledge-based industries, cultivating green organizational practices is not only a developmental imperative but also a moral and ecological necessity.

2. Literature Review

The convergence of sustainable leadership and Green Human Resource Management (GHRM) represents a vital interdisciplinary dialog in organizational studies, particularly in the context of global sustainability transitions. While environmental strategies were once the domain of corporate social responsibility (CSR) departments, current scholarship underscores the necessity of embedding ecological values deeply into the leadership and HRM fabric of organizations [17]. This shift has led to the conceptual framing of leadership not merely as a managerial function but as an ethical and transformational force driving sustainable development at both strategic and operational levels.

2.1. Sustainable Leadership as a Driver of Environmental Culture

As argued by Ref. [18], eco-friendly leadership is crucial in shaping a culture of sustainability, where environmental values are embedded in daily practices and not viewed as isolated compliance requirements. Recent empirical studies have demonstrated a strong relationship between sustainable leadership and employee pro-environmental behaviors. For instance, Ref. [19] found that green leadership positively influences “green work engagement,” fostering employee motivation to contribute to environmental initiatives. Similarly, Ref. [20] emphasized that leaders who model sustainable behavior enhance employee green behavior through perceived organizational support and behavioral alignment.

2.2. Green Human Resource Management: Institutionalizing Environmental Practices

Green HRM operationalizes sustainability by embedding environmental considerations into core HR functions such as recruitment, training, performance management, and rewards. As Ref. [21] demonstrated in a study in the UAE, GHRM directly contributes to green creativity and green empowerment, particularly in knowledge-intensive and innovation-driven sectors. Ref. [22] also emphasized that when HRM systems include sustainability metrics in performance reviews, employees exhibit stronger ecological citizenship behaviors.

2.3. The Interplay Between Sustainable Leadership and Green HRM

While both sustainable leadership and GHRM independently contribute to environmental goals, their synergistic interplay yields the most profound impact on organizational culture. According to Ref. [23], organizations that integrate leadership vision with GHRM practices are more effective in creating sustainability-centric cultures. Leaders set the tone and direction, while HRM ensures the translation of these values into workforce behavior. Ref. [24] found that when leadership commitment is paired with HRM structures, sustainability efforts move from symbolic to substantive. Moreover, Ref. [25] revealed that the strategic alignment of leadership with HR practices plays a key role in attracting and retaining green talent, a significant factor in maintaining long-term sustainability capabilities.

2.4. Green Organizational Culture: A Mediating Mechanism

Organizational culture acts as the mediating mechanism through which sustainable leadership and GHRM practices influence environmental performance. In a study on hotel operations, Ref. [26] observed that green HRM initiatives enhanced environmental performance only when leaders actively supported and engaged in green behaviors. Similarly, Ref. [27] emphasized that sustainable leadership plays a mediating role between GHRM implementation and employee identification with environmental goals. A recent bibliometric analysis by Ref. [28] found growing research consensus around the notion that sustainability transitions within organizations require an “ecosystem” approach, where leadership, HRM, and culture are not discrete units but interconnected levers.

2.5. Sectoral and Regional Insights

While many studies explore GHRM and sustainable leadership in Western or East Asian contexts, growing research from MENA (Middle East and North Africa) and Gulf countries is shedding light on unique regional dynamics. For instance, Ref. [22] highlighted the impact of cultural collectivism in the UAE on the success of GHRM. Similarly, Ref. [29] explored the role of “green work engagement” in the Saudi context, concluding that organizational commitment to sustainability requires both systemic and symbolic actions by leadership.

2.6. Emerging Challenges and Future Directions

Despite the expanding literature, several challenges persist in operationalizing the GHRM nexus. First, the lack of standardized metrics for assessing green leadership and GHRM effectiveness complicates cross-sectoral benchmarking. Second, as Ref. [17] noted, many organizations still perceive green HRM as a secondary or cosmetic practice rather than a core strategic function.

3. Research Gap and Problem

Over the past decade, scholarly attention on sustainability in organizational contexts has grown significantly, particularly in relation to sustainable leadership and Green Human Resource Management (GHRM). However, a critical gap persists in the literature concerning the integrated examination of these two constructions and their joint influence on cultivating environmentally responsible organizational cultures. Much of the existing research treats sustainable leadership and GHRM as isolated domains, often exploring leadership’s role in setting environmental vision or HRM’s role in operationalizing green practices. What remains underexplored is how these domains interact, how leadership values and HRM systems coalesce to embed sustainability into the very culture of an organization. This lack of integrative research becomes even more pronounced in the context of developing economies and non-Western cultural settings, where institutional dynamics, leadership styles, and workforce structures often differ markedly from Western models. Specifically, in the context of Saudi Arabia and more precisely, in the rapidly modernizing city of Jeddah, there is limited empirical evidence on how organizations are internalizing sustainability in their organizational DNA. With the country undergoing a transformational shift under its Vision 2030 framework, there is growing institutional encouragement for environmental responsibility. However, many businesses still face challenges in moving from policy rhetoric to embedded cultural change. Green HRM practices such as green recruitment, training, and performance management remain in their infancy across many sectors, and leadership initiatives in sustainability often lack the operational support needed to cascade values throughout the workforce. While some studies have highlighted the potential role of Islamic environmental ethics in shaping sustainable behaviors, there remains a lack of grounded empirical research on how these values are being practically translated into HR systems and leadership practices.

Furthermore, the mediating role of organizational culture in this equation is insufficiently theorized. Although culture is widely acknowledged as a critical enabler of sustainable transformation, few studies delve into how it is shaped by the dual forces of leadership and HRM within ecological frameworks. Without this understanding, organizations risk implementing fragmented green strategies that fail to resonate with employee values or generate long-term behavioral change. In Jeddah’s diverse and often hierarchical organizational structures, this lack of integration becomes especially problematic. Thus, the central research problem arises from this gap: how do sustainable leadership and Green HRM practices interact to foster environmentally responsible organizational cultures in the specific socio-economic and cultural context of Jeddah, Saudi Arabia? This problem is of both academic and practical significance, as it seeks to bridge the theoretical divide between leadership vision and HR operationalization, while also offering insights that align with national sustainability goals and localized workforce dynamics. Addressing this problem will contribute to a deeper understanding of how sustainability can move beyond compliance to become a lived cultural reality within organizations.

4. Research Objectives

• To explore how sustainable leadership influences environmental values and behaviors within organizational settings in Jeddah.
• To examine the role of Green HRM practices in embedding sustainability into everyday organizational processes and employee experiences.
• To investigate the interaction between sustainable leadership and Green HRM in shaping environmentally responsible organizational cultures.

5. Research Questions

• How do leaders in Jeddah-based organizations promote and model sustainability within their teams and operations?
• In what ways are Green HRM practices implemented and perceived by employees in organizations striving for environmental responsibility?
• How do sustainable leadership and Green HRM practices collectively contribute to the formation of an environmentally responsible organizational culture?

6. Conceptual Framework

This study employs a conceptual framework to explore the dynamic interplay between sustainable leadership and Green Human Resource Management (Green HRM) in shaping environmentally responsible organizational cultures, particularly within the socio-cultural and institutional context of Jeddah, Saudi Arabia (see revised Figure 1). A conceptual framework is appropriate for this qualitative, exploratory study because it provides a flexible structure to integrate multiple constructs, highlight relational mechanisms, and situate findings in context, rather than prescribing linear hypotheses or universal causal models.

At the center of the framework are the dual pillars of sustainable leadership and Green HRM. Sustainable leadership is understood as a philosophy and practice that emphasizes intergenerational accountability, ecological stewardship, and ethical responsibility [30]. Leaders enact this role not only through visionary communication and strategic decision-making, but also through personal role modeling, thereby legitimizing sustainability as a core organizational priority. Green HRM, meanwhile, functions as the operational mechanism that institutionalizes sustainability through recruitment, training, performance appraisal, and incentive systems [4,31]. This duality ensures that leadership values are translated into systemic practices that reach employees across all organizational levels.

The framework conceptualizes organizational culture as a mediating mechanism, but in a processual, not variable-based sense. Culture operates as the conduit through which leadership and HRM jointly shape shared meanings, norms, and behaviors. Drawing on Organizational Culture Theory [32], culture provides the interpretive lens that determines whether sustainability remains symbolic or becomes internalized as a lived organizational reality. Mechanisms such as trust, legitimacy, shared purpose, and psychological ownership explain how culture translates abstract policies into everyday practices and collective identities.

Contextual factors are incorporated as moderating influences. Saudi Arabia’s Vision 2030 provides an institutional backdrop that mandates sustainable transformation, while Islamic ethical principles (khalifa and amana) lend cultural legitimacy to environmental responsibility. These societal and cultural anchors interact with organizational mechanisms, shaping both employees’ acceptance and leaders’ credibility. Additionally, structural dynamics such as Saudization, sectoral pressures, and localization policies condition the ways in which sustainable leadership and Green HRM are implemented and received.

Thus, the conceptual framework positions sustainability as an emergent process, co-created through the alignment of leadership values, HRM systems, and cultural context. It extends existing theory by emphasizing how macro-level institutional and cultural forces (Vision 2030, Islamic ethics) interact with micro-level organizational practices (leadership, HRM, culture) to shape environmentally responsible organizations. For qualitative inquiry, this framework provides both analytical direction and contextual grounding, ensuring that findings speak to both theory and practice.

7. Methodology and Procedure

This study is grounded in the interpretive paradigm, which emphasizes the understanding of social phenomena through the lived experiences and subjective meanings of individuals [33]. The interpretivist paradigm is appropriate for this research as it allows an in-depth exploration of how employees and leaders perceive and experience sustainable leadership and Green Human Resource Management (GHRM) within their organizational cultures. Unlike positivist approaches that seek generalizable laws, the interpretivist stance acknowledges the complexity, context-specificity, and co-construction of meaning, particularly in the cultural and socio-economic environment of Jeddah, Saudi Arabia [34]. Given the aim of understanding the nuanced interactions between leadership, HR practices, and environmental culture, interpretivism provides the epistemological foundation necessary for qualitative inquiry.

7.1. Research Design and Method

The research employed a qualitative exploratory design using semi-structured interviews as the primary method of data collection. Qualitative research is especially effective for capturing the depth and complexity of human behavior, values, and organizational practices [35]. This design was chosen to enable open-ended conversations with participants, allowing them to express their experiences and perceptions regarding sustainability leadership and HR practices in their respective organizations. The semi-structured format provided consistency in questioning while offering flexibility to probe deeper into emergent themes [36]. This method aligns with the study’s objective to uncover how leadership and HRM jointly shape environmentally responsible cultures within the workplace.

7.2. Population and Sampling

The population of this study consisted of employees and leaders working in large organizations in Jeddah, Saudi Arabia, who have formally implemented sustainable leadership practices and Green HRM systems. Large organizations were selected based on their organizational structures, capacity to adopt strategic HR practices, and the likelihood of having a formalized sustainability agenda. A purposive sampling technique was employed to select information-rich participants who were either involved in sustainability-related decision-making or directly impacted by GHRM policies [37]. This sampling method ensured that participants possessed relevant knowledge and experience about the study’s focus. A total of 60 interviews were conducted, primarily with mid-level senior employees and sustainability/HR leaders across various sectors, including manufacturing, services, logistics, and healthcare. While data saturation, the point at which no new themes emerged, occurred after 55 interviews, the researcher continued to interview 60 participants to validate thematic consistency and ensure representation across multiple industries.

7.3. Sampling Justification

A total of 60 semi-structured interviews were conducted, which is consistent with established qualitative research guidelines that recommend between 20 and 60 participants for achieving thematic saturation in exploratory studies [33,38]. During analysis, we observed that after approximately 50 interviews, no new major themes emerged, confirming that the final sample of 60 provided sufficient depth and breadth for analytical rigor.

7.4. Sectoral Coverage

Participants were selected from a diverse set of sectors in Jeddah, including healthcare, education, services, and manufacturing, which were chosen because they represent industries facing different sustainability challenges and opportunities. For instance, manufacturing organizations face environmental compliance pressures, while service and education sectors focus on awareness, training, and stakeholder engagement. Including multiple sectors ensured that the findings captured both commonalities and sector-specific practices in sustainable leadership and Green HRM. This diversity strengthens the transferability and credibility of the findings across organizational contexts.

7.5. Data Collection Procedure

Data collection was carried out over a span of three months, using semi-structured interview guides developed based on the conceptual framework and existing literature. Interview questions were open-ended and designed to elicit detailed narratives about participants’ experiences with sustainable leadership practices, HR policies, and organizational culture. Interviews were conducted in either English or Arabic, depending on participant preference, and were held in-person or virtually to accommodate organizational schedules. Each session lasted between 45 and 60 min and was audio-recorded with participant consent for transcription and analysis. Field notes were also maintained to capture non-verbal cues and contextual insights [39].

Before the main data collection, the interview guide was pilot tested with five participants (two HR managers, two employees, and one sustainability officer) to ensure clarity, cultural relevance, and appropriateness of the questions. Feedback from the pilot led to minor modifications in wording to enhance comprehension and alignment with local workplace contexts.

As the study was conducted in Jeddah, Saudi Arabia, interviews were conducted in both Arabic and English, depending on participant preference. To ensure validity and cultural accuracy, the interview protocol and transcripts underwent a translation and back-translation process [40]. Initially, the English version was translated into Arabic by a bilingual expert. A second independent translator, blind to the original, then back-translated the Arabic text into English. Discrepancies were discussed and resolved collaboratively to ensure semantic equivalence and contextual appropriateness. This procedure reduced potential bias and enhanced the trustworthiness of the data.

7.6. Data Analysis

Data analysis followed the thematic analysis approach as outlined by [41], which involves identifying, analyzing, and reporting patterns (themes) within data. The process began with verbatim transcription of all interviews, followed by multiple rounds of coding using NVivo software (version 14) to facilitate data management and pattern recognition. The coding process included initial coding, where concepts were tagged broadly, and axial coding, where relationships between themes were identified and categorized. Emergent themes were then compared across participant groups (HR personnel vs. general employees) and organizational sectors to explore shared and divergent experiences. Thematic saturation was validated through member checking, where a subset of participants reviewed summaries of findings for accuracy and resonance.

7.7. Ethical Considerations

Ethical rigor was maintained throughout the research process in accordance with the guidelines provided by the American Psychological Association [42] and local institutional review requirements. Prior to participation, all individuals were provided with an informed consent form detailing the study’s purpose, procedures, potential risks, confidentiality assurances, and the voluntary nature of participation. Participants had the right to withdraw at any point without penalty. Confidentiality was ensured by assigning anonymized codes to each participant and securely storing all audio recordings and transcripts in encrypted digital formats [43]. To further protect identities, organizational names and personal identifiers were removed from the final analysis and reporting. Ethical approval for this study was obtained from the Institutional Ethics Committee of the researcher’s affiliated university prior to data collection.

8. Thematic Analysis for Research Question

8.1. Thematic Analysis for Research Question 1

8.1.1. Visionary Communication of Sustainability Goals

Leaders in Jeddah-based organizations often begin their sustainability efforts by clearly articulating a vision that aligns with both global environmental standards and national objectives such as Vision 2030. They use meetings, reports, and internal campaigns to consistently communicate these goals, creating a shared sense of direction among employees. This visionary communication is not just strategic but symbolic, serving as a commitment to long-term ecological responsibility. As one participant revealed,

“Our CEO made it very clear that going green is not optional; it’s our future. He links our growth targets with sustainability in every townhall.”

—Participant 12, Sustainability Coordinator

8.1.2. Role Modeling Through Personal Practice

Sustainable leaders do not just delegate responsibilities, they embody them. Leaders adopt green habits themselves (e.g., using digital tools over paper, participating in tree-planting events, or driving hybrid vehicles) to set an example. This role modeling has a strong influence on organizational behavior, as employees tend to mirror actions more than instructions. One Participant described that

“My manager always carries a reusable water bottle and refuses to print unless necessary. It sets a tone that these small actions do matter.”

—Participant 27, Administrative Assistant

8.1.3. Integrating Sustainability into Operational Decisions

Leaders embed sustainability principles directly into operations, such as procurement, logistics, energy use, and waste management. Decisions like choosing eco-friendly suppliers, installing motion-sensor lighting, or shifting to remote work policies for carbon reduction were cited frequently. Sustainability is framed not just as a value, but a practical operational priority. One participant highlighted that

“We recently changed our supply chain policy to only work with vendors who meet ISO 14,001 standards. That was a leadership decision to push green compliance.”

—Participant 34, Procurement Officer

8.1.4. Empowering Green Champions at Team Level

A number of leaders empower individuals or teams to act as ‘green ambassadors’ or ‘sustainability champions’. These individuals are given authority to launch eco-friendly initiatives within their departments and are supported with resources and recognition. This decentralized approach allows sustainability to be practiced on the ground rather than remain a top-level policy. One participant, related to HR specialists, illuminated that

“Our department head created a ‘Green Squad’ where a few of us suggest and implement monthly eco-initiatives, like no-paper days or lights-off hours.”

—Participant 19, HR Specialist

8.1.5. Theme 5: Linking Sustainability to Cultural and Ethical Values

Leaders in Jeddah often link environmental stewardship to Islamic values such as khalifa (stewardship) and amana (responsibility). By framing sustainability within religious and cultural contexts, leaders enhance their legitimacy and foster deeper employee engagement. This contextualization makes sustainability not just a business initiative, but a moral imperative. As one of the participants reported,

“Our GM always reminds us that in Islam, we’re stewards of the Earth. That makes sustainability feel more personal and spiritual, not just corporate”.

—Participant 6, IT Manager

Table 1. Themes Extracted from First Research Question.

Theme	Axial Coding	Open Coding
Visionary Communication of Sustainability Goals	shared vision, communication, alignment, strategy	vision, communication, alignment, goals, direction, strategy, commitment
Role Modeling Through Personal Practice	leadership example, habits, influence, culture	leader example, personal habits, role model, influence, behavior, action, culture
Integrating Sustainability into Operational Decisions	sustainable operations, compliance, energy, waste	operations, procurement, logistics, energy, waste, compliance, eco-friendly
Empowering Green Champions at Team Level	team empowerment, champions, engagement, practice	green squad, empowerment, team initiatives, resources, recognition, engagement, practice
Linking Sustainability to Cultural and Ethical Values	ethics, stewardship, legitimacy, cultural framing	Islamic values, stewardship, responsibility, ethics, legitimacy, spirituality, culture

and Figure 2 illustrate key themes of sustainability leadership in Jeddah-based organizations. It highlights how visionary communication sets the foundation, followed by leaders embodying sustainable practices. Sustainability is integrated operationally and reinforced through empowered green champions. Finally, cultural and ethical framing rooted in Islamic values deepens engagement, making sustainability a shared moral commitment.

8.2. Thematic Analysis for Research Question 2

8.2.1. Green Recruitment and Selection Criteria

Organizations in Jeddah that prioritize environmental responsibility have begun to incorporate sustainability-oriented values into their hiring practices. This includes adding sustainability questions to interviews, preferring candidates with green certifications or eco-conscious mindsets, and emphasizing the company’s environmental values during onboarding. Employees perceive this as an early signal of the organization’s commitment to sustainability. As one participant revealed,

“During my interview, they asked about my views on environmental responsibility, it surprised me but also impressed me. It showed they walk the talk.”

—Participant 22, Marketing Executive

8.2.2. Sustainability-Focused Training and Awareness Programs

Green HRM is also implemented through regular training workshops and internal campaigns focused on sustainability. These programs range from general environmental awareness to specific operational training like energy-saving procedures or green procurement practices. Employees view these sessions as educational and motivational, especially when linked to real-world outcomes. As one participant described,

“We had a training on waste management and how our small actions at work add up. It made me think about my habits differently.”

—Participant 41, Warehouse Supervisor

8.2.3. Eco-Friendly Performance Appraisal Systems

Some large organizations have begun integrating green KPIs (Key Performance Indicators) into employee evaluations. These metrics may include energy use reductions, paper savings, or participation in environmental initiatives. While not yet universal, employees acknowledge this as a clear step toward aligning HR with sustainability goals. As one participant reported,

“Last year, they added a ‘green performance’ section in our appraisal, things like reducing printing or contributing to green projects. It felt good to be recognized for that.”

—Participant 17, Finance Analyst

8.2.4. Recognition and Incentives for Green Behavior

Green HRM practices also include non-monetary and symbolic rewards such as “Green Employee of the Month” awards, public recognition, and small eco-friendly gifts. These incentives reinforce pro-environmental behavior and foster a culture where green practices are appreciated and shared. Employees view this as encouraging and morale-boosting. As one participant highlighted,

“Our HR started a recognition wall, if someone does something green, like organizing a carpool, their name goes up. It motivates others, too.”

—Participant 9, Customer Service Representative

8.2.5. Employee Perception of Authenticity vs. Greenwashing

While many employees positively perceive Green HRM initiatives, some are skeptical about the authenticity of such efforts. A recurring sentiment is that when green policies are not supported by leadership action or when they feel superficial, employees view them as token gestures or “greenwashing.” This highlights the importance of aligning HRM practices with real organizational commitment. As one participant highlighted,

“They tell us to recycle and save energy, but the management still hosts events with plastic everything. It feels a bit like they’re ticking boxes.”

—Participant 33, Administrative Staff

Table 2. Themes Extracted from Second Research Question.

Themes	Axial Coding	Open Coding
Green Recruitment and Selection Criteria	sustainability in hiring, onboarding, values	recruitment, hiring, onboarding, sustainability, green mindset, certifications, values
Sustainability-Focused Training and Awareness Programs	training, awareness, operational sustainability, motivation	training, awareness, campaigns, sustainability, education, motivation, behavior change
Eco-Friendly Performance Appraisal Systems	performance metrics, green KPIs, evaluations	KPIs, performance appraisal, evaluations, green metrics, recognition, alignment, HRM
Recognition and Incentives for Green Behavior	employee recognition, incentives, pro-environmental behavior	rewards, incentives, recognition, morale, employee engagement, eco-friendly, culture
Employee Perception of Authenticity vs. Greenwashing	authenticity, leadership, greenwashing, alignment	authenticity, skepticism, leadership, greenwashing, superficial, tokenism, commitment

and Figure 3 summarize the key components of Green HRM in Jeddah organizations, highlighting sustainable recruitment practices, targeted training programs, and eco-friendly performance appraisals. It also shows how recognition and incentives promote green behaviors, while employee perceptions reflect the critical importance of authenticity versus greenwashing concerns. Together, these themes illustrate a comprehensive approach to embedding sustainability in HR practices.

8.3. Thematic Analysis for Research Question 3

8.3.1. Alignment of Leadership Values with HRM Policies

A consistent finding across interviews is that an environmentally responsible culture forms when leaders’ sustainability values are reflected in HRM systems. This alignment builds trust and credibility. When leadership espouses environmental ethics and HR implements them through recruitment, training, and performance evaluations, sustainability becomes embedded rather than symbolic. As one participant disclosed,

“When I see our top leaders talking about sustainability and then HR actually following through with policies like green onboarding and appraisals, it feels real. It’s not just words.”

—Participant 30, HR Officer

8.3.2. Joint Reinforcement of Pro-Environmental Behavior

Sustainable leadership and Green HRM work together to reinforce green behaviors at both the individual and team levels. Leaders model behaviors, while HR supports them structurally. This dual reinforcement shapes collective norms and expectations, making sustainability a natural part of the organizational identity. As one participant divulged,

“Our managers walk the talk, and HR gives us tools and training to act green. Together, it makes it hard not to be environmentally responsible.”

—Participant 14, Senior Engineer

8.3.3. Creation of Shared Environmental Meaning and Purpose

Leaders and HR departments collaboratively craft a shared narrative around environmental responsibility, tying it to both global sustainability goals and local cultural values. This meaning-making fosters intrinsic motivation and a sense of purpose among employees, contributing to a strong, values-driven culture. One participant highlighted that

“Our leadership always reminds us that sustainability is part of our role as Earth stewards, and HR echoes that in our programs, it unites us around a purpose.”

—Participant 47, Training Manager

8.3.4. Institutionalization of Green Practices

The collaboration between sustainable leaders and HRM systems transforms sustainability from isolated actions into institutional practices. Examples include company-wide green policies, environmental audits, and structured sustainability roles. This formalization creates consistency and makes sustainability part of everyday routines.

“Because both leadership and HR are on board, our sustainability practices aren’t occasional, they’re part of the system now, like clockwork.”

—Participant 11, Quality Assurance Supervisor

8.3.5. Empowerment and Psychological Ownership

Organizations where sustainable leadership and Green HRM are well-integrated tend to empower employees to take ownership of environmental initiatives. Employees feel trusted and motivated to innovate or lead sustainability projects, fostering a culture of shared responsibility rather than top-down compliance.

“We’re encouraged to start green projects, not just follow rules. HR supports us with time and resources, and managers back us up. That gives us a sense of pride.”

—Participant 5, Project Coordinator

Table 3. Themes Extracted from Third Research Question.

Themes	Axial Coding	Open Coding
Alignment of Leadership Values with HRM Policies	alignment, trust, ethics, embedding	leadership, HRM, alignment, trust, credibility, ethics, embedding
Joint Reinforcement of Pro-Environmental Behavior	reinforcement, leadership, HR support, norms	leaders, HR support, reinforcement, behavior, norms, expectations, identity
Creation of Shared Environmental Meaning and Purpose	shared meaning, purpose, culture, values	meaning-making, purpose, sustainability, culture, motivation, narrative, values
Institutionalization of Green Practices	institutionalization, policies, formalization, consistency	institutionalization, green policies, audits, formalization, consistency, practices, system
Empowerment and Psychological Ownership	empowerment, ownership, motivation, responsibility	empowerment, ownership, responsibility, pride, innovation, motivation, support

and Figure 4 highlight how alignment between leadership values and HRM policies creates a credible, sustainable culture in organizations. Joint reinforcement by leaders and HR shapes green behaviors, while shared meaning fosters employee motivation. Institutionalizing sustainability practices ensures consistency, and empowerment nurtures ownership and pride in environmental initiatives.

9. Discussion

This research highlights the critical role of sustainability leadership and Green Human Resource Management (Green HRM) in fostering an environmentally responsible culture within organizations in Jeddah. The findings reveal a dynamic interplay between visionary leadership, operational integration, and culturally embedded ethical values that collectively shape organizational commitment to sustainability. Visionary communication emerges as a foundational element, where leaders articulate clear sustainability goals aligned with global standards and national initiatives like Saudi Vision 2030. This strategic and symbolic messaging, as highlighted by Participant 12, sets a tone of non-negotiable ecological responsibility, reinforcing long-term commitment [44,45]. Moreover, leaders’ role modeling through personal sustainable behaviors profoundly influences employee actions, aligning with [46] social learning theory and empirical evidence on ethical leadership in sustainability (Participant 27; [47]. Operationalizing sustainability within procurement, logistics, and energy management demonstrates the pragmatic embedding of green values into daily practices [48]. Empowering green champions at the team level decentralizes responsibility and enhances grassroots innovation, which resonates with participatory leadership approaches promoting employee engagement in sustainability [45,49](Participant 19). Cultural and ethical framing of sustainability, particularly through Islamic values such as khalifa (stewardship) and amana (responsibility), adds a unique contextual legitimacy to environmental initiatives [50]. This cultural anchoring fosters deeper employee engagement, moving sustainability beyond corporate rhetoric to a shared moral imperative (Participant 6).

Green HRM practices further reinforce these leadership efforts. Integrating sustainability into recruitment, training, appraisal, and recognition systems not only signal organizational priorities but also cultivates capabilities and motivation for green behavior among employees [4,5] (Participants 22, 41, 17, 9). However, authenticity remains crucial; perceived misalignment between leadership actions and HR initiatives can lead to skepticism and accusations of greenwashing [51] (Participant 33). Aligning leadership values with HRM policies is crucial for institutionalizing sustainability. When leaders’ environmental ethics translate into actionable HRM systems, such as green onboarding and performance appraisals, it enhances organizational trust and embeds sustainability into the organizational fabric [31,45] (Participant 30). The joint reinforcement of pro-environmental behavior by leaders and HR fosters collective norms and shared purpose, supported by structured policies and empowerment strategies that encourage psychological ownership among employees [45,49] (Participants 14, 47, 11, 5). So, this research underscores the importance of an integrated, culturally informed approach to sustainability leadership and HRM. The synergies between visionary communication, operational practices, ethical framing, and supportive HRM systems cultivate a resilient sustainability culture capable of driving meaningful environmental outcomes in Jeddah-based organizations.

10. Theoretical Contribution

This study contributes to the literature by integrating sustainable leadership and Green HRM through the mediating role of organizational culture, showing how these constructs interact dynamically rather than in isolation. Unlike prior studies that examined leadership or HRM separately, our findings demonstrate how the alignment between leader values and HR practices creates legitimacy, fosters identity formation, and embeds sustainability into shared cultural meanings.

By drawing on Institutional Theory, the study demonstrates how national policies, such as Saudi Arabia’s Vision 2030, serve as institutional pressures that accelerate the adoption of sustainability practices, while Stakeholder Theory helps explain how employee trust and perceptions of authenticity determine whether these practices are embraced or dismissed as merely symbolic. The framework, therefore, extends theory by identifying mechanisms, trust, legitimacy, meaning-making, and psychological ownership, through which leadership and HRM jointly cultivate sustainability cultures. Furthermore, the contextual emphasis on Islamic ethical principles (khalifa and amana) offers a culturally grounded pathway to sustainability that enriches global debates on cross-cultural leadership and HRM.

11. Implications

This study offers important practical and theoretical implications for organizations seeking to embed sustainability into their culture and operations across diverse contexts. Practically, it underscores the necessity of visionary leadership that communicates sustainability goals clearly and models eco-friendly behaviors, thereby shaping employee engagement and commitment. Organizations should prioritize the alignment of leadership values with HRM policies, embedding sustainability into recruitment, training, appraisal, and recognition systems to institutionalize green practices effectively.

In the Saudi context, the cultural and ethical framing of sustainability through Islamic values such as khalifa (stewardship) and amana (responsibility) emerged as a powerful motivator for employee buy-in. However, the transferability of these findings extends beyond Saudi Arabia. In other developing economies, sustainability can similarly be grounded in local cultural, social, or ethical values (e.g., Ubuntu in Africa, Confucian harmony in East Asia) to enhance legitimacy and foster employee identification. In multicultural or Western contexts, organizations may draw on universal values such as intergenerational justice, climate responsibility, or corporate citizenship to achieve comparable cultural anchoring.

The findings also highlight the risk of greenwashing perceptions when sustainability initiatives lack authenticity or visible leadership commitment. This caution is globally relevant, as organizations in both developed and developing countries face employee skepticism when symbolic gestures are not backed by systemic action. For multinational corporations, this suggests the importance of tailoring sustainability communication and HRM practices to resonate authentically with the cultural values of host countries while maintaining global coherence.

Theoretically, this research contributes by demonstrating how the synergistic interaction of sustainable leadership and Green HRM fosters resilient sustainability cultures, and how cultural-ethical framing operates as a contextual amplifier of these practices. It extends Green HRM and leadership theory by showing that cultural and institutional embeddedness are not peripheral but central to sustainability integration. Future research could adopt comparative or longitudinal designs to examine how these dynamics evolve across sectors and countries, enabling more nuanced insights into the cross-cultural transferability of sustainability practices.

12. Conclusions

This study demonstrates that effective sustainability in organizations is deeply rooted in the alignment between visionary leadership and Green Human Resource Management practices. Leaders who clearly communicate sustainability goals, embody eco-friendly behaviors, and embed ethical values within their organizational culture foster authentic commitment among employees. When HRM systems reinforce these values through green recruitment, training, performance appraisal, and recognition, sustainability becomes institutionalized rather than symbolic. The cultural and religious framing of environmental responsibility further enhances employee engagement, making sustainability a shared moral and organizational imperative. However, the authenticity of these efforts is critical to avoid perceptions of greenwashing. Generally, the integration of leadership vision, HRM policies, and cultural context is vital for creating resilient, sustainable organizations capable of contributing meaningfully to global and local environmental goals.

13. Practical Implications and Policy Recommendations

This study highlights several policy pathways for embedding sustainability in organizational cultures within Saudi Arabia and beyond. For Vision 2030 policymakers, the findings suggest the need to integrate sustainable leadership and Green HRM into national sustainability frameworks, supported by regulatory incentives, monitoring systems, and sector-specific benchmarks. Governmental initiatives such as the Saudi Green Initiative could be strengthened by linking compliance indicators with leadership capacity-building and HRM practices that promote employee engagement.

For organizational leaders and HR managers, policies should encourage the institutionalization of sustainability through formal HR systems, green recruitment, sustainability-focused training, and environmentally aligned performance management. Offering recognition schemes and fiscal incentives to organizations that demonstrate authentic sustainability cultures could reinforce adoption while discouraging symbolic or greenwashing practices.

For universities and training institutions, the findings underscore the importance of embedding sustainable leadership and Green HRM principles into management and HR education. Curricular modules, leadership development programs, and partnerships with industry can prepare future leaders and HR professionals to operationalize sustainability as a core organizational value. This educational pipeline is critical to sustaining the long-term goals of Vision 2030 and ensuring cultural alignment with Islamic values of stewardship (khalifa) and responsibility (amana).

Together, these recommendations provide a multi-level roadmap, linking state policy, organizational practices, and education, that can accelerate the embedding of sustainability into organizational cultures and support Saudi Arabia’s broader transition toward sustainable development.