Special Issue "Environmentally Sustainable Work Behavior"

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: 30 November 2021.

Special Issue Editors

Dr. Seung-Wan Kang
E-Mail Website
Guest Editor
College of Business, Gachon University, Seongnam City 13120, Korea
Interests: ethical leadership; sustainable workplace; CSR; employee motivation
Prof. Seung Yeon Son
E-Mail Website
Guest Editor
Graduate School of Defense Management, Korea National Defense University, Nonsan 33021, Korea
Interests: organizational innovation; extra-role behavior; and leadership
Prof. Eunmi Jang
E-Mail Website
Guest Editor
College of Business, Honam University, Gwang-ju 62399, Korea
Interests: authentic leadership; OCB; calling; contextual task performance

Special Issue Information

Dear Colleagues,

Workplace behavior of leaders and organizational members that increases the organization's sustainability plays an important role in creating an important physical and psychological environment for the organization. Firstly, we should study leadership that is directly related to environmentally sustainable workplaces. The leader's "moral leadership" is an example of environmentally sustainable work at work. For instance, authentic leadership, ethical leadership, servant leadership, leader integrity. On the other hand, destructive leadership such as abusive supervision, leader's incivility also need to be deeply studied to nurture employees’ sustainable work behavior. Secondly, we should study employee behavior and psychological factors that are directly related to sustainable workplaces. The psychological well-being, calling, moral identity, creativity, and organizational citizenship behavior of organizational members are examples of environmentally sustainable work behavior. On the other hand, counter productive work behavior such as deviance beavior and anger  in workplace also need to be deeply studied to nurture employees’ sustainable work behavior. This special issue's scope is not limited to the detailed research topics depicted above. Any topic that is a study of leaders' and members' behaviors and psychological factors that contribute to creating a work environment that increases organizational social responsibility and sustainability is appropriate for this special issue.

Dr. Seung-Wan Kang
Prof. Seung Yeon Son
Prof. Eunmi Jang
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1900 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • sustainability
  • social responsibility
  • moral leadership
  • authentic leadership
  • ethical leadership
  • servant leadership
  • leader integrity
  • psychological well-being
  • calling
  • moral identity
  • creativity
  • organizational citizenship behaviour
  • abusive supervision
  • leader incivility
  • counter productive work behavior
  • deviant behavior
  • anger in workplace
  • embitterment
  • co-workers undermining
  • performance pressure

Published Papers (3 papers)

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Research

Article
Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support
Sustainability 2021, 13(17), 9526; https://doi.org/10.3390/su13179526 - 24 Aug 2021
Viewed by 283
Abstract
This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were [...] Read more.
This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management? Full article
(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)
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Article
The Inter-Relationship between CSR, Inclusive Leadership and Employee Creativity: A Case of the Banking Sector
Sustainability 2021, 13(16), 9158; https://doi.org/10.3390/su13169158 - 16 Aug 2021
Viewed by 277
Abstract
The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector [...] Read more.
The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector has not received due attention in this regard. To bridge this gap, the current study was carried out to explore the relationship of employees’ perception of corporate social responsibility (CSR) of their bank and employee creativity with the mediating effect of inclusive leadership (IL). The data for the current study were collected from the banking sector of Pakistan through a self-administered questionnaire (n = 533) and were analyzed by using structural equation modeling (SEM) in AMOS. The statistical findings of the current survey validate the direct relationship between CSR and employee creativity. The results also confirm the mediating effect of IL in this relationship. The findings of the current survey will help policymakers from banking institutions to improve their understanding of CSR. Furthermore, these findings will help policymakers to embrace employee creativity as a “new normal” for this sector. Full article
(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)
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Article
Sustainable Workplace: Impact of Authentic Leadership on Change-Oriented Organizational Citizenship Behavior and the Moderating Role of Perceived Employees’ Calling
Sustainability 2021, 13(15), 8542; https://doi.org/10.3390/su13158542 - 30 Jul 2021
Viewed by 370
Abstract
To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and [...] Read more.
To be sustainable in the current rapidly changing business environment, organizations must strive to adapt and respond to a new environment. Employees are the key performers of organizational change. Furthermore, change-oriented organizational citizenship behavior (OCB) is essential for them to positively accept and implement organizational change. Additionally, the leader’s role is crucial to promoting such change-oriented OCB. In this regard, this study investigates the effect of authentic leadership on change-oriented OCB, demonstrating that the vocational calling of employees strengthens such positive influences. Based on the self-determination theory (SDT), this study examines that the moderating effect between authentic leadership on change-oriented OCB increases when employees have a higher perception of calling for work than lower. This study uses a two-wave data set gathered from 485 currently working employees in South Korea. The empirical analysis is revealed below. First, authentic leadership has a positive effect on direct OCB. Second, employees’ perception of calling has a positive effect on direct change-oriented OCB. Third, the higher the level of employees’ perception of calling, the greater the effect of authentic leadership on change-oriented OCB. The most significant theoretical contribution of the study is that it is the first to determine that calling acts as a moderating factor between authentic leadership and change-oriented OCB. The fact that the positive effect of authentic leadership on change-oriented OCB increases when there is a high calling implies that employees are more likely to conduct change-oriented OCB when they perceive a high level of calling. Based on this result, this study explains the method and reason for maximizing change-oriented OCB through authentic leadership. Full article
(This article belongs to the Special Issue Environmentally Sustainable Work Behavior)
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