THE ROLE OF GREEN LEADERSHIP, GREEN INNOVATION, AND GREEN ORGANIZATIONAL CULTURE ON ORGANIZATIONAL SUSTAINABILITY THROUGH EMPLOYEE GREEN BEHAVIOR: EVIDENCE FROM A MINING COMPANY IN INDONESIA

Abstract

This study examines the impact of Green Leadership, Green Innovation, and Green Organizational Culture on Organizational Sustainability, with Employee Green Behavior serving as a mediating variable. Focusing on PT Kalimantan Prima Persada (KPP Mining), one of Indonesia’s prominent mining contractors, the research addresses the critical implementation gap between environmental policies and operational execution in response to increasing sustainability demands within the mining industry. Employing a quantitative approach, data were collected from 424 employees using structured questionnaires and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings demonstrate that Green Leadership, Innovation, and Organizational Culture each exert significant and positive effects on Organizational Sustainability, both directly and indirectly through the mediation of Employee Green Behavior. Employee behavior emerges as a pivotal mechanism in translating top-down environmental strategies into sustained organizational outcomes. This study advances the sustainability literature by empirically validating the mediating role of behavior in environmentally intensive sectors. In practical terms, the research offers actionable insights for mining companies seeking to embed sustainability within routine operations via leadership commitment, innovation capacity, and value-based cultural alignment. These findings align with Indonesia’s broader national strategy to meet the Sustainable Development Goals (SDGs) and suggest strategic pathways for driving green transformation across the industrial landscape.