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An Ethical Leadership Style and Pro-Environmental Behavior: The Mediating Role of Moral Efficacy

Gadjah Mada International Journal of Business (GamaIJB) · Vol. 27 No. 2 (2025) · pp. 199–219

DOI
10.22146/gamaijb.87389
ISSN
2338-7238, 1411-1128
Published
2025-05-28
Publisher
Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada
Language
eng
License
creativecommons.org/licenses/by-sa/4.0

Abstract

To better comprehend the strategies that leaders follow in shaping their organizations, the study of ethical leadership has become increasingly relevant. This study investigates pro-environmental behavior and ethical leadership using a survey of 420 employees from various manufacturing organizations. It examined moral efficacy's role as a mediator between ethical leadership style and environmental behavior, drawing on insights from the social learning theory. The study employed structural equation modeling to test hypotheses. The findings indicate that there is a significant association between ethical leadership, pro-environmental behavior, and moral efficacy. The moral efficacy of employees serves as a mediator in the association between ethical leadership and pro-environmental behavior. It is important to note that moral efficacy does not act as a significant mediator in the relationship between ethical leadership and pro-environmental behavior. This analysis is specifically focused on the manufacturing sector; however, additional research may be performed in the context of service sector enterprises. It is recommended that moderating and mediating variables such as self-esteem, job involvement, and moral courage be explored in future studies to enhance the comprehension of the construct of ethical leadership.

Keywords

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Metadata source: OAI-PMH (metadata jurnal) https://journal.ugm.ac.id/gamaijb/oai, first harvested 28 Okt 2026, last seen 28 Okt 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">An Ethical Leadership Style and Pro-Environmental Behavior: The Mediating Role of Moral Efficacy</dc:title>
	<dc:creator>K, vanisri</dc:creator>
	<dc:creator>Padhy, Dr. Prabir chandra</dc:creator>
	<dc:subject xml:lang="en-US">Business; management; Administration</dc:subject>
	<dc:subject xml:lang="en-US">Ethical leadership, environmental behaviour, Moral efficacy, social learning theory, manufacturing industry.</dc:subject>
	<dc:subject xml:lang="en-US">M1; Q5</dc:subject>
	<dc:description xml:lang="en-US">To better comprehend the strategies that leaders follow in shaping their organizations, the study of ethical leadership has become increasingly relevant. This study investigates pro-environmental behavior and ethical leadership using a survey of 420 employees from various manufacturing organizations. It examined moral efficacy's role as a mediator between ethical leadership style and environmental behavior, drawing on insights from the social learning theory. The study employed structural equation modeling to test hypotheses. The findings indicate that there is a significant association between ethical leadership, pro-environmental behavior, and moral efficacy. The moral efficacy of employees serves as a mediator in the association between ethical leadership and pro-environmental behavior.  It is important to note that moral efficacy does not act as a significant mediator in the relationship between ethical leadership and pro-environmental behavior. This analysis is specifically focused on the manufacturing sector; however, additional research may be performed in the context of service sector enterprises. It is recommended that moderating and mediating variables such as self-esteem, job involvement, and moral courage be explored in future studies to enhance the comprehension of the construct of ethical leadership.</dc:description>
	<dc:publisher xml:lang="en-US">Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada</dc:publisher>
	<dc:contributor xml:lang="en-US"></dc:contributor>
	<dc:date>2025-05-28</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
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	<dc:identifier>https://journal.ugm.ac.id/gamaijb/article/view/87389</dc:identifier>
	<dc:identifier>10.22146/gamaijb.87389</dc:identifier>
	<dc:source xml:lang="en-US">Gadjah Mada International Journal of Business; Vol 27, No 2 (2025): May-August; 199-219</dc:source>
	<dc:source>2338-7238</dc:source>
	<dc:source>1411-1128</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/view/87389/41709</dc:relation>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/downloadSuppFile/87389/28032</dc:relation>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/downloadSuppFile/87389/28033</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2025 Gadjah Mada International Journal of Business</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
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