Green Transformational Leadership and Environmental Performance: Insights from Bibliometric Analysis for Future Research Agenda

2.1 Introduction to green transformational leadership

GTL has emerged as a critical leadership style in response to global sustainability challenges. Rooted in transformational leadership theory [9], GTL integrates environmental concerns into organizational leadership, inspiring employees to adopt eco-friendly behaviors [10, 17]. Unlike traditional transformational leadership, which emphasizes motivation, vision, and individual development, GTL specifically drives environmental consciousness, sustainability-oriented innovation, and corporate environmental responsibility [18]. Several studies have demonstrated that leaders with a green transformational approach influence employees’ pro-environmental behaviors, enhance corporate green performance, and strengthen sustainable business practices [19, 20]. By instilling a strong environmental vision and promoting eco-centric values, green transformational leaders encourage employees to go beyond regulatory compliance and actively engage in environmental initiatives.

2.2 Theoretical foundations of green transformational leadership

GTL is grounded in multiple leadership theories, including transformational leadership theory, corporate sustainability frameworks, and green organizational behavior. Bass and Avolio’s [21] transformational leadership model serves as the primary theoretical basis, where GTL is characterized by four dimensions [4, 22]: (1) Green idealized influence – Leaders act as role models by embodying environmentally responsible behaviors and values, inspiring employees to do the same; (2) Green inspirational motivation – Leaders articulate a compelling vision of sustainability, motivating employees to adopt eco-friendly practices and align their goals with environmental objectives; (3) Green intellectual stimulation – Leaders encourage innovative thinking and empower employees to develop and implement creative solutions to environmental challenges; (4) Green individualized consideration – Leaders offer personalized support and mentorship, fostering employees’ engagement in sustainability by developing their environmental competencies and addressing their specific needs.

The Resource-Based View (RBV) theory [23] underscores the strategic importance of GTL in advancing sustainability by fostering distinctive green capabilities. GTL not only cultivates a green organizational culture and enhances employees’ environmental motivation but also improves overall environmental performance [4]. Empirical studies support this RBV-based perspective, revealing that GTL enables organizations to develop valuable, rare, inimitable, and non-substitutable (VRIN) resources—such as green employee behavior and pro-environmental culture—which ultimately contribute to sustained competitive advantage. For example, Singh et al. [19] and Awan et al. [24] demonstrate that GTL-driven green HR practices play a critical role in building these strategic capabilities.

By integrating transformational leadership theory with the RBV, a more comprehensive understanding of GTL’s impact on environmental performance emerges. Transformational leadership explains the mechanisms through which leaders influence employee behavior and organizational values—by articulating a compelling vision, modeling sustainable practices, and fostering intrinsic motivation—thereby encouraging pro-environmental behavior and innovation [25, 26]. Meanwhile, the RBV elucidates the strategic significance of these behaviors: they help organizations accumulate VRIN resources such as green organizational culture, knowledge, and capabilities [27, 28].

2.3 Green transformational leadership and environmental performance

The relationship between GTL and environmental performance has been widely examined in sustainability research. Environmental performance refers to an organization’s ability to minimize environmental harm while maximizing sustainability efforts [29], including carbon footprint reduction, energy efficiency, and waste management [19]. Studies consistently show that GTL positively influences environmental performance across various sectors. For example, in small and medium-sized enterprises (SMEs) in Indonesia and food enterprises in Saudi Arabia, GTL fosters pro-environmental behaviors among employees, thereby enhancing the organization’s overall environmental outcomes [20, 30].

GTL directly impacts environmental performance by cultivating a culture focused on green innovation and sustainability [31, 32]. Leaders who communicate environmental values and integrate sustainability into corporate strategy enhance green performance metrics. Moreover, empirical findings suggest that GTL enhances environmental performance through multiple pathways: (1) Leaders who model environmentally conscious behaviors and inspire their followers to adopt sustainability principles significantly promote green practices among employees [26]; (2) Organizational policies, resources, and initiatives serve as mediators between GTL and employee green behavior (EGB), highlighting the crucial role of organizational support in fostering environmentally responsible actions; and (3) Leaders who prioritize environmental issues and share environmental knowledge can encourage green advocacy by motivating employees to engage in green behavior through discussions and knowledge sharing [33].

Table 1. The top 7 most cited articles in the field

Table 3 presents the top seven authors in the academic field, ranked from 1 to 7, with Van, H.V. leading the list. Despite having only three publications, Van, H.V. holds an H-Index of 7, indicating significant influence per publication. In contrast, Dilanchiev, A. and Martínez-Falcó, J. tie for second place with two publications each, but boast a much higher H-Index of 21, reflecting the high citation impact of their work.

Table 4. The top 7 affiliations in the field

Table 5 identifies the seven most active countries in the publication of research on GTL and environmental performance. The data reveals a clear geographic concentration, with Asian countries—particularly China, Pakistan, and several Southeast Asian nations—taking a leading role. This regional dominance underscores a significant shift in the global research landscape, where interest in GTL is expanding beyond traditional Western academic spheres. The growing scholarly output from developing and transitional economies suggests an increasing awareness of, and commitment to, sustainable leadership practices as key drivers of environmental performance. This trend may reflect both the urgent environmental challenges faced by these regions and a strategic embrace of green leadership as a means of fostering sustainable development.

China leads with 21 publications, firmly establishing itself at the forefront of global scholarship on GTL. Pakistan follows with 12 publications, reflecting a strong and expanding interest in green leadership, particularly within the framework of environmental sustainability. Vietnam ranks third with seven publications, demonstrating a notable commitment to this emerging research domain despite the country’s relatively modest research infrastructure. This trend highlights the increasing prominence of Asian nations in advancing the discourse on sustainable leadership practices.

Table 5. The top 7 countries in the field

Saudi Arabia, Malaysia, and Indonesia each contribute six publications, reflecting a growing strategic investment in environmental leadership research across the Global South. In contrast, the United Kingdom—despite producing only four publications—demonstrates a disproportionate influence in the field. This suggests that its relatively limited output may stem from a focus on high-impact, specialized contributions rather than a lack of research capacity or interest.

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Figure 3. Author collaboration network in the field

Figure 3 highlights a core group of scholars who have significantly shaped research on GTL and environmental performance. Key contributors include Moustafa Saleh, M.S. (Shaqra University, Saudi Arabia), Mohammed Aly, S.M. (Port Said University, Egypt), Abd-Elhamid, Z.N. (Zagazig University, Egypt), Elsabahy, H.E. (Mansoura University, Egypt), Shokry, W.M. (Menoufia University, Egypt), Abdel-Sattar, S.A.L. (Zagazig University, Egypt), and Al Thobaity, A. (Taif University, Saudi Arabia). Among them, Moustafa Saleh, M.S. stands out as the central figure in the collaboration network. His prominent position indicates a strong influence and frequent partnerships, underscoring his pivotal role in connecting research groups and advancing knowledge in GTL and environmental performance.

The thematic clustering presented in Figure 4 and Table 6 offers a comprehensive and insightful mapping of the research landscape on GTL and environmental performance. Six major clusters were identified, each representing interconnected areas of inquiry that shape the current understanding of the field.

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Figure 4. Keyword co-occurrence network in the field

Table 6. Theme clusters in the field

The first cluster (represented in red) focuses on strategic environmental management, emphasizing key themes such as climate change, CSR, environmental strategy, and sustainable development. This cluster underscores the strategic shift where organizations no longer treat environmental concerns as secondary or regulatory obligations but as core components of their competitive strategies. The integration of environmental initiatives into broader corporate agendas demonstrates a deliberate effort by firms to align sustainability with value creation, risk mitigation, and stakeholder expectations [42]. Moreover, this cluster highlights a critical linkage between proactive environmental strategies and enhanced firm and industry performance, suggesting that sustainability initiatives are increasingly seen as drivers of innovation, operational efficiency, brand reputation, and market differentiation [2]. The growing prominence of these themes reflects a paradigm shift in management thought — from viewing environmental stewardship as a cost center to recognizing it as a strategic asset essential for long-term corporate resilience, profitability, and legitimacy in a rapidly evolving global market.

The second cluster (depicted in green) focuses on the internal organizational dynamics that underpin environmental outcomes. Central themes—such as employee green behavior, GHRM, green organizational culture, and GTL—coalesce into a coherent narrative emphasizing the human and cultural dimensions of sustainability. This cluster clearly demonstrates that leadership behaviors, particularly transformational leadership with an environmental orientation, are critical catalysts for embedding sustainability within organizational routines and mindsets. Leaders who emphasize environmental values play a pivotal role in fostering employees’ internalization of these priorities, thereby shaping attitudes, promoting pro-environmental behaviors [31], and enhancing overall organizational environmental performance. Through articulating a compelling sustainability vision, modeling eco-conscious practices, and encouraging innovation in green initiatives, transformational leaders cultivate a culture deeply committed to environmental responsibility [43, 44]. This underscores that environmental performance is not merely the product of formal policies, but is fundamentally driven by the beliefs, motivations, and behaviors of individuals within the organization.

The third cluster (represented in navy blue) highlights the crucial role of innovation and creative processes in driving effective environmental management. Key themes, such as green product and process innovation, are identified as critical levers for organizations seeking to enhance their environmental performance. This cluster reinforces the idea that sustainability cannot be achieved through policies or strategies alone; it requires a fundamental shift toward embedding green thinking into the very fabric of the innovation process [45, 46]. By fostering an environment that encourages creativity and sustainability-focused innovation, organizations can develop eco-friendly products and efficient, resource-conscious processes that not only reduce environmental impact but also create competitive advantages in the marketplace [47]. In this context, innovation becomes both a driver and an enabler of sustainability, demonstrating that the pathway to long-term environmental success lies in integrating sustainability into the core of business innovation and operational practices.

The fourth cluster (represented in yellow) focuses on the critical role of green knowledge, creativity, and performance assessment in advancing environmental management. It emphasizes that organizations must leverage knowledge management and creative thinking to not only develop environmentally friendly products but also to measure and assess their environmental impact effectively [48, 49]. This cluster reflects a knowledge-intensive perspective on environmental management, where the improvement of environmental performance is driven by the strategic use of intellectual capital, including both tangible knowledge (such as technologies and processes) and intangible assets (such as innovative thinking and expertise) [50]. By fostering a culture that encourages the continuous generation and application of green knowledge, organizations can innovate more effectively and ensure that their sustainability efforts are not only creative but also measurable, impactful, and aligned with long-term goals [51, 52]. In this way, performance improvements are increasingly shaped by how well organizations manage and apply their intellectual capital to address environmental challenges.

The fifth cluster (depicted in purple) explores the critical connection between dynamic capabilities, sustainability, and competitive advantage. It underscores that firms capable of adapting dynamically and integrating green practices into their core competencies are better equipped to achieve sustainable business performance [53]. This cluster highlights the idea that environmental initiatives should not be viewed merely as compliance-driven obligations but as strategic assets that can be leveraged to create long-term competitive advantages. By embedding sustainability into their organizational capabilities and continually adapting to environmental challenges, firms can differentiate themselves in the market, enhance their resilience to external pressures, and build a sustainable competitive edge [54]. This perspective suggests that companies with a proactive environmental strategy are not only meeting regulatory requirements but are also positioning themselves for sustained success in an increasingly eco-conscious global economy.

Finally, the sixth cluster (represented in sky blue) isolates the direct relationship between environmental management practices and financial performance. It challenges the traditional notion that sustainability and profitability are mutually exclusive, emphasizing that, in fact, effective environmental practices can lead to improved financial outcomes [55]. This cluster illustrates that organizations that implement strategic environmental initiatives—such as resource efficiency, waste reduction, and sustainable sourcing—are not only contributing to environmental goals but also unlocking cost savings, operational efficiencies, and enhanced brand value, all of which can directly improve their bottom line. By adopting green practices, businesses can reduce operational costs, access new markets for eco-friendly products, attract sustainability-conscious consumers [56], and mitigate financial risks associated with environmental degradation and regulatory changes [57]. As a result, this cluster reinforces the argument that sustainability is not merely a corporate responsibility but a sound business strategy capable of driving long-term profitability and competitive advantage.