Leader Fault Tolerance and Employees’ Green Silent Behavior: The Mediating Role of Psychological Ownership and Moral Disengagement

Abstract

This paper is concerned with the negative impact of leader fault tolerance and focuses on the green silent behavior of employees who remain silent on green production or environmental issues. Data from 386 valid questionnaires were analyzed through SPSS 27.0, AMOS 28 software, and the PROCESS program to explore the impact of leader fault tolerance on employees’ green silent behavior. Based on the reliability and validity analysis, correlation analysis, and validation factor analysis, the study concluded through hierarchical regression analysis that the regression coefficient values of leader fault tolerance on green silent behavior, moral disengagement, and psychological ownership were 0.362, 0.376, and 0.408, respectively, and their p-values were less than 0.01, which verified that leader fault tolerance had a significant positive effect on green silent behavior, moral disengagement, and psychological ownership. After the mediation effect test, the 95% CI of psychological ownership and moral disengagement were [0.057, 0.156] and [0.059, 0.141], respectively, and they did not include 0, which verified that psychological ownership and moral disengagement had a significant indirect effect on leader fault tolerance and employees’ green silent behavior and played a mediating role between them. Based on this, leaders should take appropriate measures to avoid employees’ green silent behavior while using leadership style appropriately. In addition, society should also strengthen the supervision of enterprises so as to encourage enterprises to assume social responsibility and continuously promote the sustainable and healthy development of enterprises and society.