The role of green transformative leadership in the job performance of food and beverage business employees: The Case of Van province

This study aims to conduct a comprehensive analysis of green transformational leadership and business performance in the context of food and beverage businesses in Van province. The population of the study was determined as large food and beverage establishments operating in Van province. During the period of the research, it was determined that 287 large-scale food and beverage businesses were registered with the Van Chamber of Restaurants, Bakers, Pastry Shops, Breakfast Shops and Butchers. However, since 34 of these businesses were closed, 18 of them had changed corporate structure, and 29 of them did not agree to participate in the study, a face-to-face survey was administered to employees in only 206 businesses. Data collected from 936 employees in 206 businesses using easy sampling method were analyzed with SPSS 20. This study aims to conduct a comprehensive analysis of green transformational leadership and job performance in the context of food and beverage businesses in Van province. According to the findings, it was observed that the majority of the employees were young, single, high school graduates and had limited professional experience in the research conducted among the employees working in businesses registered with the Chamber of Tradesmen such as restaurants, cafe, patisseries in Van province. The findings on the relationship between green transformational leadership and job performance indicated a poor positive and significant correlation. Employees' perception of green transformational leadership alone has a significant effect on their job performance. Demographic characteristics such as gender, marital status, age, educational level and type of organization did not significantly affect employees' perceptions of green transformational leadership, except for working position and experience. Employees with managerial positions or 11-15 years of professional experience had higher perceptions of green transformational leadership. Similarly, job performance levels did not differ significantly based on demographic characteristics except for the working position where bellboys performed lower compared to waiters and chefs. These findings suggest that organizational practices are more effective than individual factors in improving employee performance in the food and beverage industry.