BUILDING A SUSTAINABLE WORK CULTURE THROUGH GREEN LEADERSHIP AND ADAPTIVE ORGANIZATIONAL SYSTEMS

Abstract

This study examines green leadership practices within the framework of industrial and organizational psychology, focusing on the relationship between individual psychological readiness, organizational culture, and reward systems in the process of internalizing sustainability values. This literature review highlights the gap between the environmental vision promoted by leaders and the actual readiness of organizations to realize it, emphasizing that cultural and behavioural change in organizations cannot rely solely on policies but requires the collective and systematic involvement of all human resources. The research findings indicate that the internalization of green leadership is most effective when supported by continuous learning mechanisms, environmentally friendly innovation-based reward systems, and open communication across organizational levels. Moreover, the transformation toward a sustainability-oriented work culture depends on the quality of synergy among management, employees, and organizational mechanisms to build a responsive and adaptive work environment. The study recommends assessing organizational culture readiness, strengthening incentive systems based on green behaviors, and providing continuous training and mentoring to foster a sense of belonging to the organization’s sustainability vision. Thus, achieving successful green leadership must be grounded in a dialogical process that involves all members of the organization and reinforces systems and work