A study examining the relationships between prosocial behavior, green organizational behavior, and green transformational leadership

This study aims to examine the effect of prosocial behaviors on green organizational behaviors and to analyze the moderating role of green transformational leadership in this relationship. The research was conducted using a quantitative method. The population of the study consists of employees from both public and private sectors. No specific sampling method was employed; instead, the study aimed to reach as many participants as possible. The data were collected through an online questionnaire. In the study, the Prosocial Organizational Behaviors Scale developed by McNeely and Meglino (1994) and adapted into Turkish by Şentürk and Altunok (2023), the Green Organizational Behavior Scale developed by Erbaşı (2019), and the Green Transformational Leadership Scale adapted from Podsakoff (1996) by Cheng and Chang (2013) and translated into Turkish by Özgül (2020) were used. The collected data were analyzed using the Jamovi statistical software. Analyses included confirmatory factor analysis, correlation, and regression tests. According to the findings, prosocial behaviors positively affect green organizational behaviors, and green transformational leadership plays a supportive role in this behavior. However, green transformational leadership was not found to have a moderating effect on the relationship between prosocial behaviors and green behaviors. These findings suggest that individual values and motivations may influence green behaviors independently of leadership. The study highlights that organizations should consider not only leadership perceptions but also employees' internal orientations and voluntary actions to achieve sustainability goals. At the end of the study, several suggestions were presented for both practitioners and future researchers.