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The view that a visually appealing corporate identity is the most important contributor to a good corporate image is a myth. The process of corporate image formation is regulated by the corporate personality which consists of three groups of elements: conscious behavioural identity cues, such as customer service; need‐satisfying products or services; and visual cues, such as the corporate name, logo, and slogan. Makes a major assumption that a visual design cue, such as a corporate logo, recalls impressions or perceptions in the minds of audiences. These perceptions are based on corporate behaviour which constitutes an overall corporate image. Perceptions measured through a semantic differential subsequently revealed that the following factors contribute to the corporate image of South African banking institutions: dynamism, credibility/stability, customer service, and visual identity. The research results therefore confirmed the assumption that corporate behaviour and corporate visual identity contribute to corporate image.

The main purpose of this study was to test whether green human resource management (GHRM) practices affect employee nongreen outcomes through the mediation of perceived visionary leadership.

A sample of 144 Lebanese employees from the construction industry took part in this study. Multiple regression and bootstrapping methods were employed in the analysis of the data.

GHRM was found to influence organizational pride and organizational citizenship behavior positively via visionary leadership. The results highlight the importance of implementing GHRM as a strategy to achieve environmental sustainability and enhance employee behaviors.

This is one of the first studies to explore the impact of GHRM on nongreen work outcomes in Western Asia, particularly Lebanon, in addition to exploring the mediating role of visionary leadership in the relationship between GHRM and nongreen work outcomes.