A Model of Green Management Success in Iron and Steel Enterprises in China
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This study explores the impact of green transformational leadership on employee green behavior in Chinese iron and steel enterprises, with green organizational culture and green self-efficacy as mediating variables. Drawing on Transformational Leadership Theory, Social Cognitive Theory, Theory of Planned Behavior, and Sustainable Development Theory, a structural model was proposed. A mixed-methods approach was adopted, involving 532 valid survey responses and interviews with 12 experts from enterprises, government, and the green industry. Structural equation modeling (SEM) results show that green transformational leadership significantly affects employee green behavior, and this relationship is partially mediated by green organizational culture and green self-efficacy. The findings contribute to the theoretical development of green leadership and provide practical implications for promoting sustainable practices in high-emission industries
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