Green Leadership and Its Role in Improving Organizational Performance in Iraq

Abstract

This study examines the role of green leadership in improving organizational performance in Iraq using a cross-sectional analytical design with a sample of 184 employees and managers from public, private, mixed, and non-profit organizations. The independent construct green leadership is measured through three dimensions (green vision and values, role modeling and environmental accountability, empowerment and incentives for green innovation; 15 items). Organizational performance is measured with seven items on a five-point Likert scale. The instrument demonstrates strong psychometric properties: Cronbach’s alpha ranges from 0.836 to 0.919; KMO ranges from 0.842 to 0.914; Bartlett’s test is significant at p<0.001. Descriptive means indicate moderately high positive perceptions across dimensions and performance. Multiple regression shows good model fit (R²=0.584; F significant at p<0.001; Durbin–Watson=1.95) with VIF values below 2. All effects are positive and significant: empowerment and incentives (Beta=0.36), vision and values (Beta=0.29), role modeling and accountability (Beta=0.21). Results indicate that resource mobilization, incentives, and delegation amplify performance outcomes, while strategic clarity and compliance enhance discipline and reduce risk. The study recommends aligning incentives with measurable environmental indicators, translating vision into time-bound quantitative goals, establishing rapid-funding innovation platforms, and documenting compliance to lower the cost of capital and strengthen market and financial outcomes.