Organizational Climate, Work Engagement, Environmental Leadership, and Behavior in Higher Education Institutions

This study developed a structural model on the environmental behavior of faculty members in Higher Education Institutions (HEIs) in Region 10 concerning organizational climate, work engagement, and environmental leadership. The study utilized a quantitative, correlational, and causal-comparative research design to determine the relationships among the variables. Valid and reliable survey questionnaires were administered to 509 faculty members from three state universities in Region 10. Descriptive statistics such as the mean and standard deviation were used to describe the data. At the same time, Pearson correlation, multiple regression, and structural equation modeling (SEM) were employed to identify the best-fit model for environmental behavior. Findings revealed that faculty members reported a high level of organizational climate (M = 3.56), work engagement (M = 3.66), and environmental leadership (M ≈ = 3.80), along with a high level of environmental behavior (M= 3.82). Results further indicated significant positive relationships among organizational climate, work engagement, environmental leadership, and environmental behavior. The best-fit model confirmed that these variables collectively influence the environmental behavior of faculty members. This implies that a supportive institutional climate, engaged workforce, and strong environmental leadership foster sustainable practices within HEIs. The study concludes that strengthening these organizational dimensions can enhance environmental responsibility and institutional sustainability among faculty in higher education.