Understanding green behaviours through the lens of self-determination theory

PurposeThe paper aims to explore and explain sustainable behaviours in an organizational context using self-determination theory, suggesting that individuals are likely to be engaged in green practices when supported by their needs.Design/methodology/approachThe study used three waves of longitudinal design, consisting of 702 executives in leadership roles across public and private companies with an average of 15-20 years of work experience. Professionals working throughout PAN India, the USA, Germany and Australia provided us with the data.FindingsGreen transformational leaderships play a pivot in fostering optimism in employees when recrafting their work. Employees being encouraged to evaluate their jobs within the organization's capacity would bring meaningful change and envision a sustainable future. All the study hypotheses were supported, highlighting the importance of green-focused leadership with individual agencies in line with the organization's green values.Practical implicationsUsing sustainable practices advances organizations in providing green commitment through leadership. Implementing this in the organization can help achieve long-term success by ensuring sustainable practices are embedded in culture rather than a peripheral initiative promoting sustainable decision-making and behaviours.Originality/valueThe study provides insights into the factors influencing decisions to maintain and adopt sustainable practices by providing a deeper understanding of green behaviour change and strategies for promoting pro-environmental strategies in organizations.