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Manuscript ID : JSDE-2207-1213 (R1) Visit : 216 Page: 83 - 95

Article Type: Original Research

Implementation of the Rough Set Process to Determine the Most Important Green Transformational Leadership Function based on the Competency Axis of Human Resource Sustainability

Subject Areas : Environmental managment

Ehsan Shahhosseini 1 , Mahmoodreza Mostaghimi 2 , Samere Shojaie 3

1 - PhD Student, Department of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran.
2 - Associate Professor, Department of Public Administration, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran. (Corresponding Author).
3 - Associate Professor, Department of Public Administration, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran.

Received: 2022-07-17 Accepted : 2022-12-16 Published : 2022-09-23

Keywords: Green Transformational Leadership, Human Resource Sustainability, Rough Set Process,

Abstract :

Purpose: Environment, as one of the foundations of sustainability in various fields of corporate structure, has become a development strategy for effectiveness beyond the recommendations and suggestions of regulatory bodies. Human resources are considered as an integral part of the field of sustainability of environmental behaviors in any structure that focusing on green transformational leadership functions can provide the company with environmental advantages in social contexts. The Purpose of this research is Implementation of the Rough set process to determine the most important green transformational leadership function based on the competency axis of human resource sustainability. Methodology: In this research, where the main basis of analysis was the collection of Raff's pattern, an attempt was made to determine the dimensions of the research through several stages of content screening. Then, through two stages of Delphi analysis, an attempt was made to evaluate the reliability of the components and propositions as the basis of the analysis in order to finally determine the most important functions of green transformative leadership based on the competency axes of human resources sustainability. Result: The results of the research showed the proposition of collaborative competence as the basis of sustainable competence of human resources as a measure of influence on green transformational leadership mechanisms that can help the development and sustainability of environmental behaviors of human resources. Conclusion: The obtained result shows that the collaborative competence of human resources strengthens the level of interactivity and intra-organizational communication in the field of decision-making of environmental issues and problems and it makes the dimension of the effectiveness of the opportunity in green transformative leadership to strengthen the atmosphere of creating ideas and supporting the innovations of human resources in the field of green functions in the oil company.

References:


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    4. Riva, F., Magrizos, S., Rabiul Basher Rubel, M. (2021). Investigating the link between managers' green knowledge and leadership style, and their firms' environmental performance: The mediation role of green creativity, Business Strategy and the Environment, https://doi.org/10.1002/bse.2799
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    10. Chakraborty, D. and Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm, Journal of Asia Business Studies, 14(1): 62-90. https://doi.org/10.1108/JABS-01-2019-0025
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    11. Hrica, J.K., Eiter, B.M. (2020). Competencies for the Competent Person: Defining Workplace Examiner Competencies from the Health and Safety Leader’s Perspective. Mining, Metallurgy & Exploration, https://doi.org/10.1007/s42461-020-00275-w
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    12. Shaheen, M., Azam, M. S., Soma, M. K. and Kumar, T.J.M. (2019). A competency framework for contractual workers of manufacturing sector, Industrial and Commercial Training, 51(3): 152-164. https://doi.org/10.1108/ICT-10-2018-0080
      13.
    13. Otoo, F.N.K. (2019). Human resource management (HRM) practices and organizational performance: The mediating role of employee competencies, Employee Relations, 41(5): 949-970. https://doi.org/10.1108/ER-02-2018-0053
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        2.
      2. Mathew, N., Javalgi, R., Dixit, A. and Gross, A. (2021). Drivers of emerging market professional service firm success: the role of internal firm competencies and capabilities, Management Research Review, 44(4): 547-567. https://doi.org/10.1108/MRR-01-2020-0026
        3.
      3. Farahni, S., Ghorbanizadeh, V., Taghi Taghavifard, M., Rangriz, H. (2021). The competency model of human resource managers in Iran's top universities. Public Management Researches, 13(50): 93-116
        4.
      4. Masiko, P.B., Oluka, P.N., Kajjumba, G.W., Mugurusi, G. and Nyesiga, S.D. (2022). Technology, human resource competencies and productivity in nascent petroleum industries: an empirical study, Technological Sustainability, https://doi.org/10.1108/TECHS-10-2021-0018
        5.
      5. Oskouizadeh Nozad, A. (2021). Enhancing Green Behavior in the Workplace: Relying on a Green Approach in Transformational Leadership and Human Resource Management (Case Study: Homeland Security Central Branch Staff), Behavioral Studies in Management, 12(25): 82-69 (In Persian).
        6.
      6. Farhadinejad, M., Alikarami, S., Abdi, M. (2019). The effect of green transformational leadership on green behaviors in the workplace: The mediating role of employees' environmental attitudes, Journal of Transformation Management, 11(2): 29-52 (In Persian).
        7.
      7. Rizvi, Y.S. and Garg, R. (2021). The simultaneous effect of green ability-motivation-opportunity and transformational leadership in environment management: the mediating role of green culture, Benchmarking: An International Journal, 28(3): 830-856. https://doi.org/10.1108/BIJ-08-2020-0400
        8.
      8. Leggat, S.G. and Balding, C. (2013). Achieving organizational competence for clinical leadership: The role of high performance work systems, Journal of Health Organization and Management, 27(3): 312-329. https://doi.org/10.1108/JHOM-Jul-2012-0132
        9.
      9. McClelland, D. (1973). Testing for competence rather than for intelligence, American Psychologist, 20(2): 321-330
        10.
      10. Damghanian, H., Rastegar, A., Yazdani Ziarat, M. (2018). Designing and Explaining the Competency Model in Organizational Interpersonal Communication. Management Studies in Development and Evolution, 27(88): 143-174.
        11.
      11. Bennour, M., Crestani, D. (2007). Formalization of a process activity performance estimation approach using human competencies, International Journal of Production Research, 45(24): 5743-5768. https://doi.org/10.1080/00207540600654459
        12.
      12. Judrups, J., Zandbergs, U., Arhipova, I., Vaisnore, L. (2015). Architecture of a Competence-Based Human Resource Development Solution, Procedia Computer Science, 77(13): 184-190
        13.
      13. Obaid Khalil, A, H., Ismail, M., Suandi, T., Daud Silong, A. (2009). Human resource development competencies as predictors of agricultural extension agents' performance in Yemen, Human Resource Development International, 12(4): 429-447. https://doi.org/10.1080/13678860903135854
        14.
      14. Esch, E, V., Wei, L, Q., Chiang, F, F, T. (2018). High-performance human resource practices and firm performance: the mediating role of employees’ competencies and the moderating role of climate for creativity, The International Journal of Human Resource Management, 29(10): 1683-1708. https://doi.org/10.1080/09585192.2016.1206031
        15.
      15. Barling, J. (2014), The Science of leadership: lessons from research for organizational
        16.

       

      leaders, Oxford University Press, New York, NY

      1. Mittal, S., Lochan Dhar, R. (2016). Effect of green transformational leadership on green creativity: A study of tourist hotels, Tourism Management, 57(3): 118-127. https://doi.org/10.1016/j.tourman.2016.05.007
        2.
      2. Boiral, O.; Talbot, D., & Paille´, P. (2015). Leading by example: a model of organizational citizenship behavior for the environment. Business Strategy and the Environment, 24, 532–550
        3.
      3. Çop, S., Oluwafemi Olorunsola, V., Violet Alola, U. (2020). Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help? Business Strategy and the Environment, 30(1): 671–682. https://doi.org/10.1002/bse.2646
        4.
      4. Riva, F., Magrizos, S., Rabiul Basher Rubel, M. (2021). Investigating the link between managers' green knowledge and leadership style, and their firms' environmental performance: The mediation role of green creativity, Business Strategy and the Environment, https://doi.org/10.1002/bse.2799
        5.
      5. Li, W., Bhutto, T, A., Xuhui, W. (2020). Unlocking employees’ green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation, Journal of Cleaner Production, 255(4): 274-298. https://doi.org/10.1016/j.jclepro.2020.120229
        6.
      6. Zhang, Q., Xie, Q., Wang, G. (2016). A survey on rough set theory and its applications, CAAI Transactions on Intelligence Technology, 1(4): 323-333. https://doi.org/10.1016/j.trit.2016.11.001
        7.
      7. Shyng J, Y., Tzeng G, H., Wang F, K. (2007). Rough set theory in analyzing the attributes of combination values for insurance market, Expert System with Applications, 32(1): 56-64.
        8.
      8. Bag, S., Dhamija, P., Pretorius, J.H.C., Chowdhury, A.H. and Giannakis, M. (2021). Sustainable electronic human resource management systems and firm performance: an empirical study, International Journal of Manpower, https://doi.org/10.1108/IJM-02-2021-0099
        9.
      9. Salman, M., Ganie, S. A. and Saleem, I. (2020). The concept of competence: a thematic review and discussion, European Journal of Training and Development, 44(6/7): 717-742. https://doi.org/10.1108/EJTD-10-2019-0171
        10.
      10. Chakraborty, D. and Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm, Journal of Asia Business Studies, 14(1): 62-90. https://doi.org/10.1108/JABS-01-2019-0025
        11.
      11. Hrica, J.K., Eiter, B.M. (2020). Competencies for the Competent Person: Defining Workplace Examiner Competencies from the Health and Safety Leader’s Perspective. Mining, Metallurgy & Exploration, https://doi.org/10.1007/s42461-020-00275-w
        12.
      12. Shaheen, M., Azam, M. S., Soma, M. K. and Kumar, T.J.M. (2019). A competency framework for contractual workers of manufacturing sector, Industrial and Commercial Training, 51(3): 152-164. https://doi.org/10.1108/ICT-10-2018-0080
        13.
      13. Otoo, F.N.K. (2019). Human resource management (HRM) practices and organizational performance: The mediating role of employee competencies, Employee Relations, 41(5): 949-970. https://doi.org/10.1108/ER-02-2018-0053
        14.
      14. El Asame, M., Wakrim, M. (2018). Towards a competency model: A review of the literature and the competency standards. Education and Information Technologies, 23(2): 225–236. https://doi.org/10.1007/s10639-017-9596-z
        15.
      15. Balali Shahvari, S., Yaghoubi, N., vafadar, M. (2019). Analysis, Ranking and Presentation of Managers’ Core Competencies Model (Case Study: Cooperatives, Labor and Social Welfare of Sistan and Baluchestan). Management Researches, 12(45): 109-134 (In Persian).
        16.
      16. Hameed, Z., Naeem, R.M., Hassan, M., Naeem, M., Nazim, M. and Maqbool, A. (2021). How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support, International Journal of Manpower, https://doi.org/10.1108/IJM-05-2020-0244
        17.
      17. Moin, M, F., Omar, M, kh., Wei, F., Rasheed, M, I., Hameed, Z. (2020). Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction, Current Issues in Tourism, https://doi.org/10.1080/13683500.2020.1829569
        18.
      18. Ahmad, I. and Umrani, W.A. (2019). The impact of ethical leadership style on job satisfaction: Mediating role of perception of Green HRM and psychological safety, Leadership & Organization Development Journal, 40(5): 534-547. https://doi.org/10.1108/LODJ-12-2018-0461
        19.
      19. Kim, M. and Stepchenkova, S. (2018). Does environmental leadership affect market and eco performance? Evidence from Korean franchise firms, Journal of Business & Industrial Marketing, 33(4): 417-428. https://doi.org/10.1108/JBIM-02-2017-0046
        20.
      20. Pourkarimi, J., Homayeni Demirchi, A., Fakoor, R., Najafpour, Y. (2020). An Investigation of the Mediating Effect of Organizational Creativity on the Relationship between Transformational Leadership and Organizational Innov. Journal of Research in Human Resources Management, 12(3), 153-182.
        21.

       

       

    19. Kim, M. and Stepchenkova, S. (2018). Does environmental leadership affect market and eco performance? Evidence from Korean franchise firms, Journal of Business & Industrial Marketing, 33(4): 417-428. https://doi.org/10.1108/JBIM-02-2017-0046
      20.
    20. Pourkarimi, J., Homayeni Demirchi, A., Fakoor, R., Najafpour, Y. (2020). An Investigation of the Mediating Effect of Organizational Creativity on the Relationship between Transformational Leadership and Organizational Innov. Journal of Research in Human Resources Management, 12(3), 153-182.
      21.

     

     
    search Review, 44(4): 547-567. https://doi.org/10.1108/MRR-01-2020-0026
    3.
  3. Farahni, S., Ghorbanizadeh, V., Taghi Taghavifard, M., Rangriz, H. (2021). The competency model of human resource managers in Iran's top universities. Public Management Researches, 13(50): 93-116
    4.
  4. Masiko, P.B., Oluka, P.N., Kajjumba, G.W., Mugurusi, G. and Nyesiga, S.D. (2022). Technology, human resource competencies and productivity in nascent petroleum industries: an empirical study, Technological Sustainability, https://doi.org/10.1108/TECHS-10-2021-0018
    5.
  5. Oskouizadeh Nozad, A. (2021). Enhancing Green Behavior in the Workplace: Relying on a Green Approach in Transformational Leadership and Human Resource Management (Case Study: Homeland Security Central Branch Staff), Behavioral Studies in Management, 12(25): 82-69 (In Persian).
    6.
  6. Farhadinejad, M., Alikarami, S., Abdi, M. (2019). The effect of green transformational leadership on green behaviors in the workplace: The mediating role of employees' environmental attitudes, Journal of Transformation Management, 11(2): 29-52 (In Persian).
    7.
  7. Rizvi, Y.S. and Garg, R. (2021). The simultaneous effect of green ability-motivation-opportunity and transformational leadership in environment management: the mediating role of green culture, Benchmarking: An International Journal, 28(3): 830-856. https://doi.org/10.1108/BIJ-08-2020-0400
    8.
  8. Leggat, S.G. and Balding, C. (2013). Achieving organizational competence for clinical leadership: The role of high performance work systems, Journal of Health Organization and Management, 27(3): 312-329. https://doi.org/10.1108/JHOM-Jul-2012-0132
    9.
  9. McClelland, D. (1973). Testing for competence rather than for intelligence, American Psychologist, 20(2): 321-330
    10.
  10. Damghanian, H., Rastegar, A., Yazdani Ziarat, M. (2018). Designing and Explaining the Competency Model in Organizational Interpersonal Communication. Management Studies in Development and Evolution, 27(88): 143-174.
    11.
  11. Bennour, M., Crestani, D. (2007). Formalization of a process activity performance estimation approach using human competencies, International Journal of Production Research, 45(24): 5743-5768. https://doi.org/10.1080/00207540600654459
    12.
  12. Judrups, J., Zandbergs, U., Arhipova, I., Vaisnore, L. (2015). Architecture of a Competence-Based Human Resource Development Solution, Procedia Computer Science, 77(13): 184-190
    13.
  13. Obaid Khalil, A, H., Ismail, M., Suandi, T., Daud Silong, A. (2009). Human resource development competencies as predictors of agricultural extension agents' performance in Yemen, Human Resource Development International, 12(4): 429-447. https://doi.org/10.1080/13678860903135854
    14.
  14. Esch, E, V., Wei, L, Q., Chiang, F, F, T. (2018). High-performance human resource practices and firm performance: the mediating role of employees’ competencies and the moderating role of climate for creativity, The International Journal of Human Resource Management, 29(10): 1683-1708. https://doi.org/10.1080/09585192.2016.1206031
    15.
  15. Barling, J. (2014), The Science of leadership: lessons from research for organizational
    16.

 

leaders, Oxford University Press, New York, NY

  1. Mittal, S., Lochan Dhar, R. (2016). Effect of green transformational leadership on green creativity: A study of tourist hotels, Tourism Management, 57(3): 118-127. https://doi.org/10.1016/j.tourman.2016.05.007
    2.
  2. Boiral, O.; Talbot, D., & Paille´, P. (2015). Leading by example: a model of organizational citizenship behavior for the environment. Business Strategy and the Environment, 24, 532–550
    3.
  3. Çop, S., Oluwafemi Olorunsola, V., Violet Alola, U. (2020). Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help? Business Strategy and the Environment, 30(1): 671–682. https://doi.org/10.1002/bse.2646
    4.
  4. Riva, F., Magrizos, S., Rabiul Basher Rubel, M. (2021). Investigating the link between managers' green knowledge and leadership style, and their firms' environmental performance: The mediation role of green creativity, Business Strategy and the Environment, https://doi.org/10.1002/bse.2799
    5.
  5. Li, W., Bhutto, T, A., Xuhui, W. (2020). Unlocking employees’ green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation, Journal of Cleaner Production, 255(4): 274-298. https://doi.org/10.1016/j.jclepro.2020.120229
    6.
  6. Zhang, Q., Xie, Q., Wang, G. (2016). A survey on rough set theory and its applications, CAAI Transactions on Intelligence Technology, 1(4): 323-333. https://doi.org/10.1016/j.trit.2016.11.001
    7.
  7. Shyng J, Y., Tzeng G, H., Wang F, K. (2007). Rough set theory in analyzing the attributes of combination values for insurance market, Expert System with Applications, 32(1): 56-64.
    8.
  8. Bag, S., Dhamija, P., Pretorius, J.H.C., Chowdhury, A.H. and Giannakis, M. (2021). Sustainable electronic human resource management systems and firm performance: an empirical study, International Journal of Manpower, https://doi.org/10.1108/IJM-02-2021-0099
    9.
  9. Salman, M., Ganie, S. A. and Saleem, I. (2020). The concept of competence: a thematic review and discussion, European Journal of Training and Development, 44(6/7): 717-742. https://doi.org/10.1108/EJTD-10-2019-0171
    10.
  10. Chakraborty, D. and Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm, Journal of Asia Business Studies, 14(1): 62-90. https://doi.org/10.1108/JABS-01-2019-0025
    11.
  11. Hrica, J.K., Eiter, B.M. (2020). Competencies for the Competent Person: Defining Workplace Examiner Competencies from the Health and Safety Leader’s Perspective. Mining, Metallurgy & Exploration, https://doi.org/10.1007/s42461-020-00275-w
    12.
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