Green Human Resources Management, Leadership, and Organizational Culture: A Systematic Literature Review

Abstract Objective This article synthesizes empirical evidence from the Q1–Q2 journal corpus regarding the role of green human resource management (GHRM), leadership, and organizational culture (especially green organizational culture (GOC)) in encouraging employee green behavior, green innovation, and environmental performance and sustainability. Method The review was conducted using the PRISMA 2020 principles-based reporting approach (SLR reporting guide). (BMJ) The corpus consists of articles that you have provided (Q1–Q2; 2020–2024), then extracted by: context/country, design, analysis methods, key variables, as well as relationship findings (direct, mediation, moderation). Results The synthesis shows a consistent pattern: (1) Green Humman Resource Management and green/sustainable leadership styles are strong antecedents for the formation of Green organizational Culture/green climate/green identity; (2) Green Organizational Culture plays a dominant role as a mediation mechanism towards green behavior, green innovation, and environmental performance; (3) effects are influenced by boundary conditions such as top management support, person-organization fit, green values, and absorbent capabilities, but green value moderation is not always stable across contexts. Conclusion: Investing in green HR architecture, leadership, and strengthening a green culture increases the chances of achieving green behavior and sustainability performance. The future research agenda needs to increase longitudinal/multi-level design and more objective performance measurement.