Green Leadership and Green Hrm on Work Engagement: Testing The Mediating Role of Green Culture in The Service Industry

Abstract

This study examines the direct effects of Green Leadership (GL) and Green Human Resource Management (Green HRM) on Employee Work Engagement (EWE) and tests whether Green Organizational Culture (GOC) mediates these relationships among service-sector employees in Greater Jakarta Area (Jabodetabek, comprising Jakarta, Bogor, Depok, Tangerang, and Bekasi), Indonesia. Grounded in Social Learning Theory and the Ability-Motivation-Opportunity (AMO) framework, a cross-sectional survey of 213 employees was analyzed using covariance-based Structural Equation Modelling (CB-SEM) via AMOS. Results confirm that GL (β = 0.348, p = .002) and Green HRM (β = 0.850, p = .001) each directly and positively influence EWE, and both significantly predict GOC. However, GOC does not significantly influence EWE (β = −0.327, p = .224); consequently, GOC mediates neither the GL–EWE (p = .241) nor the Green HRM–EWE (p = .231) relationships. These findings indicate that green management practices drive engagement through direct pathways rather than through institutionalized green culture, underscoring that cultural mediation is context-dependent and requires deeper operational integration into daily work routines. To the authors' knowledge, this study provides the first integrated empirical test of the GL–Green HRM–GOC–EWE model in the Indonesian service sector, offering actionable guidance for HR practitioners pursuing sustainability-driven workforce engagement