Examination of Organizational Support and Environmental Competition on Transformational Leadership for Intrapreneurial Behaviour for Green Human Resource Management

Abstract

In the evolving landscape of sustainable organizational practices, Green Human Resource Management (GHRM) has
emerged as a strategic mechanism to foster both environmental stewardship and organizational effectiveness. By integrating environmentally oriented HR practices—including green recruitment and selection, green training and development, green performance management, and green reward systems—organizations can cultivate employees’ perceptions of strong organizational support. This study examines the influence of organizational support and environmental competition on transformational leadership and their combined effects on intrapreneurial behaviour, with a particular focus on the role of Green Human Resource Management (GHRM) practices. Grounded in leadership and organizational support theories, the study proposes an integrated conceptual framework in which GHRM enhances perceived organizational support, thereby fostering transformational leadership behaviours that stimulate employee intrapreneurship. A quantitative research design was employed using survey data collected from employees across diverse organizational contexts, and the hypothesized relationships were tested using Structural Equation Modeling (SEM). The measurement model was validated through Confirmatory Factor Analysis, demonstrating strong reliability, convergent validity, and discriminant validity. The structural model exhibited excellent fit indices, confirming the robustness of the proposed architecture. The results indicate that GHRM practices have a strong positive effect on perceived organizational support (β = 0.61, p < 0.001), which significantly enhances transformational leadership behaviours (β = 0.58, p < 0.001). Environmental competition also positively influences transformational leadership (β = 0.46, p < 0.001), highlighting the role of external pressures in shaping leadership styles. Transformational leadership was found to be the strongest predictor of intrapreneurial behaviour (β = 0.63, p < 0.001), while organizational support also exerted a direct positive effect (β = 0.41, p < 0.001). Mediation analysis revealed significant indirect effects of organizational support (β = 0.37, p < 0.001) and environmental competition (β = 0.29, p < 0.001) on intrapreneurial behaviour through transformational leadership. The model explained 38% of the variance in organizational support, 52% in transformational leadership, and 61% in intrapreneurial behaviour, demonstrating substantial explanatory power. Overall, the findings underscore the critical role of integrating GHRM practices with transformational leadership to stimulate intrapreneurial behaviour and achieve sustainable competitive advantage.