<![CDATA[This article reviews the literature on green leadership and organizational behavior, examining how environmentally oriented leadership shapes employee attitudes, workplace behavior, and organizational sustainability outcomes. The article employs a structured narrative literature review to synthesize conceptual, systematic, bibliometric, meta-analytic, and empirical studies on green transformational leadership, environmentally specific leadership, green human resource management, employee green behavior, and organizational citizenship behavior for the environment. The review identifies four dominant themes. First, green leadership serves as a behavioral catalyst, translating environmental strategy into daily workplace expectations. Second, organizational behavior provides the micro-foundation of sustainability because environmental performance depends on employees’ required and voluntary green actions. Third, psychological mechanisms such as green self-efficacy, green work engagement, moral reflectiveness, environmental identity, and pro-environmental motivation explain how leadership affects behavior. Fourth, organizational context, including green culture, green HRM, psychological green climate, and leader support, strengthens or weakens the leadership-behavior relationship. This article proposes an integrative conceptual framework linking green leadership, organizational context, psychological mechanisms, green organizational behavior, and sustainability outcomes. The review contributes to the literature by positioning green leadership as an important antecedent to environmentally responsible organizational behavior and by offering research propositions for future empirical studies, particularly in emerging-market and higher-education contexts.]]>
