Understanding Green Organizational Citizenship Behavior from an Employee’s Perspective: An Empirical Study Within the Context of Hotels in Ho Chi Minh City

Sustainability issues have compelled hotel organizations to adjust their management practices not only to comply with government regulations but also to meet market demands. The success of sustainability initiatives depends on employees’ green behaviors and the leadership that supports them. This study investigates how green servant leadership shapes green organizational citizenship behavior through various mechanisms. Drawing on social learning theory and conservation of resources theory, we examine the roles of green organizational identification, green self-efficacy, green creativity climate, and perceived meaningful work. We also test the moderating effect of green shared vision on these relationships. Data were collected from 389 employees working in 3- to 5-star hotels in Ho Chi Minh City, Vietnam. The results show that green servant leadership positively predicts green organizational citizenship behavior, and that green shared vision strengthens green servant leadership’s effects on green organizational identification, green self-efficacy, and perceived meaningfulness of work. These findings offer theoretical and practical insights into how leadership fosters extra-role green behaviors in the high-impact hospitality sector.