All organizations today seek to obtain a behavioral response from their employees. This response makes them distinguished in performing their work compared to other organizations. Perhaps one of the most important of these behavioral responses is the mental alertness of employees. This is what prompted researchers to study and scrutinize the mental alertness of workers and try to find the reasons behind this alertness. It has been highlighted. Many studies shed light on the factors that generate workers’ mental alertness, but there are many other factors that have not been proven and studied until now. For the purpose of contributing to bridging this knowledge gap, the current research is trying to adopt a new perspective in studying green transformational leadership as an important factor in building workers’ mental alertness. This knowledge gap is what gave the researcher the motivation to study these variables and find the relationship between them. The problem of the study revolved around a main question as an introduction to the current problem (Does green transformational leadership contribute to building the mental alertness of employees).

Second: Research objectives

The present study seeks to accomplish several goals, including:

1. Knowing the level of presence of green transformational leadership in the institute that is the research sample.

2. Detecting the level of mental alertness among employees of the researched institute.

3. To know the level and type of relationship between green transformational leadership and employee mindfulness.

Third: The importance of research

1. The concept of green transformational leadership is one of the important topics that has emerged in recent years and has occupied the literature of management and organizational behavior, as recent studies show the cognitive and intellectual implications of this concept in foreign environments and organizations. However, there is very little study of this topic in Arab environments, and this is what gives the current research Cognitive importance in presenting and studying this topic.

2. The research is one of the first attempts to link the green transformational leadership variable to workers’ mental alertness.

3. Application of research variables in an important and vital sector, which is the education sector, and the importance and great role of this sector in the progress and sustainability of countries, as research can be important in the development of this vital sector.

Fourth: Hypothetical research plan

Fifth: Research hypotheses

There is one main hypothesis on which the research is based (there is a statistically significant positive effect between green transformational leadership and employee awareness) and five sub-hypotheses emerge from it:

1. The first sub-hypothesis: There is a statistically significant positive impact relationship between the green transformational leadership variable and the dimension of clarity of awareness.

2. The second sub-hypothesis: There is a statistically significant positive impact relationship between the green transformational leadership variable and the dimension of flexibility of awareness and attention.

3. The third sub-hypothesis: There is a statistically significant positive impact relationship between the green transformational leadership variable and the dimension continuity of awareness.

4. The fourth sub-hypothesis: There is a statistically significant positive impact relationship between the green transformational leadership variable and the dimension of mental flexibility.

5. The fifth sub-hypothesis: There is a statistically significant positive impact relationship between the green transformational leadership variable and the dimension of constructive alternatives.

Sixth: The research population and sample

In order to achieve a state of harmony and harmony with the nature of the research objectives and contents, the researcher resorted to using the random sampling method, where (36) teaching staff at the Karbala Technical Institute were selected out of (125) teaching staff.

Firstly: The concept of green transformational leadership

According to Benevene (2020:2), the notion of green transformational leadership refers to the conduct of leaders whose primary objective is to provide a clear inspiration and vision for inspiring and assisting their staff in achieving the company's green goals. In order to improve a company's ecological performance, green transformational leaders include and engage their staff in eco-friendly behaviors, green processes, and information-gathering initiatives. By encouraging green attitudes and actions, green transformational leaders hope to instill in their followers the norms necessary to safeguard an organization's environment (1)

In order to achieve positive green performance for the firm, green transformational leadership is equally crucial. and encouraging staff members to adopt green habits in order to generate green at both the corporate and individual levels. It was characterized as a declaration of the capability of leaders who can inspire and motivate their subordinates to attain environmental sustainability (2,3). Thus, the idea of transformational green leadership assumes that leaders must provide their followers with a clear vision and new ideas to achieve the environmental achievements of their organizations (4,5) believes that green transformational leadership is a leading authority based on the behavior of leaders who are characterized by attractiveness, excitement, increased knowledge, giving subordinates individual consideration, focusing on capturing the climate and adapting to it, and initiating change in future engagement in light of the natural transformations of events. Organizational context may be created via green transformative leadership alertness that enables conscious empowerment processes (6).

secondly: The importance of green transformational leadership

1. Green transformational leadership is important because it motivates employees and encourages them to acquire new knowledge and skills (7).

2. Green transformational leadership provides the necessary needs of employees, ensures their guidance and support, and instills in them a sense of belonging (4).

3. This leadership focuses on increasing employees’ awareness of many positive and advanced principles in the job, such as independence, tolerance, honesty, and justice, as well as encouraging them to care about the organization’s goals and put them before their personal goals. (8).

4. This type of leadership focuses more on the green vision of the organization, inspiring subordinates and arousing their internal motivation to achieve the green goals of the organization (9)

5. Green transformational leadership is a catalyst for changing the behavior of subordinates by pushing them to look at problems in new ways, and since the leader's behavior affects the behavior of employees, his environmental orientation will positively affect their green behaviors (10).

Green transformational leadership positively influences learning and creative thinking, and allows for openness to the outside world and flexibility, making it more influential on the green performance of the organization (5).

Third: Dimensions of green transformational leadership

 Transformational   leadership  has   four   elements: 

1. 1-    idealized  influence: When leaders are role models in their position, it creates the ideal influence Idealized influence enables a leader to build respect and trust among team members, to become their role model, and to make followers feel proud to be part of the team. Leaders must have very high standards of ethical conduct (10).

2. 2-     inspirational   motivation: Inspirational motivation is when a leader sees a vision and inspires others by executing and challenging the work of followers. This makes employees feel like they are an important part of the organization.

3. intellectual stimulation: Intellectual stimulation describes how leaders work with followers to find innovative ways to deal with organizational problems. The leader's attention should be focused on constructive challenges, broad imagination, and strategic thinking. In order to reduce harmful substances to the environment by improving flows to improve the process, which act as organized production systems to reduce these harmful substances that affect the environment 

4. 4-     individual  consideration: Individualized consideration allows leaders to focus on the needs of their followers and act as a coach or an advisor for their personal achievement and growth 

Fourthly: The concept of mindfulness

Mindfulness has been a part of many ancient traditions. The term mindfulness has been used in the West for more than 40 years as a tool for managing chronic diseases and has subsequently been used in management literature. This means that interest in mindfulness is gradually developing (6). ).

It is not taking advantage of the current situation that makes mindfulness a necessary missing element in the workplace. When workers go about their daily activities in the workplace and feel and think about everything except the situation that is happening now, they create excuses for not being able to work (11).

There are numerous ways to define mindfulness, Creating one's consciousness and attention to the current situation is mentioned in all of these concepts, Mindfulness is a feature of mindfulness and has long been considered to promote health and well-being (Dane, 2011: 1000) One of the first to explain the concept of mindfulness by analyzing eleven definitions of mindfulness, he extracted three characteristics of mindfulness:

First: Mindfulness is not a characteristic possessed by some individuals and not possessed by others. It exists in all humans, but there are differences between individuals in how they experience and use this state of awareness.

Second: Mindfulness involves focusing the individual's attention on situations that are occurring now (in the present). Mindfulness is focusing on the here and now and requires placing all of the individual's attention on the present, rather than being preoccupied with thoughts about the past or the future.

Third: Mindfulness involves an individual's attention to internal and external stimuli.

(12 defines mindfulness as “It is the consciousness that results from giving the current circumstance its due attention but avoiding passing judgment” Mindfulness helps an individual to remain aware and attentive in all situations that they go through. without being distracted by specific thoughts or feelings. Hence, creating emotional balance and well-being (13). Langer (2014) describes mindfulness as energy-giving rather than energy-draining, as it assumes that activities can be undertaken either consciously or unconsciously (14).

In short, mindfulness is characterized as an awareness condition where attention is directed toward the internal and exterior phenomena of the moment (Goilean et al., 2020: 140)

Fifth: The importance of mindfulness

1. Mindfulness contributes to raising the levels of awareness and awareness among working individuals to select new stimuli and ideas appropriate to the work environment (15).

2. Mental alertness contributes to the continuous mental presence of all workers who have a state of awareness, attention, and the ability to diagnose all aspects of the work and focus on everything new and contribute to developing the work environment (16).

3. The importance of mindfulness is highlighted in increasing employees’ awareness and enhancing their awareness of self-observation, which contributes to supporting thinking, reviewing reactions, and using the maximum skills and cognitive treatments to treat problems facing the work environment (11).

4. It motivates employees to take an active role in the organizational learning process and to be active in development and training programs and to confront negative behaviors and psychological pressures. (17).

Sixthly: Dimensions of mindfulness

Writers and researchers differed in defining the dimensions of mental alertness, as there are no specific dimensions for mental alertness, but one of the most widely used and most comprehensive dimensions in scientific research is the scale (17). This research will rely on this scale because it is consistent with the content of the first variable and is close to Its items relate to the work specialty of the organization under investigation, and this scale consists of five dimensions:

1. Clarity of awareness: The ability to see the situation from multiple angles and not stick to one point of view. When the individual reaches a state of awareness and consciousness of ideas, he begins to distinguish each idea separately and then is able to comprehend all of these ideas in an open manner, and this ultimately leads to building a more than logical idea.

2. Flexibility of awareness and attention: It is the ability of workers to change their mental state with changing situations, not to become rigid in the familiar, and the ability to present ideas in responses that do not belong to one category or one appearance.

3. Stability and continuity of awareness: It is the ability to stabilize awareness or attention, which helps in getting rid of misconceptions, thoughts, and emotions that are automatically associated with the knowledge the individual possesses.

4. Mental flexibility: The ability of the individual worker to manage difficult matters and circumstances that threaten his work environment, that is, mobilizing the individual’s mental energy in order to carry out the correct behavior in the circumstances imposed by obstacles to the success of the work and threatening its results.

5. Constructive alternatives: It is the cognitive ability or approach that allows the individual to organize events according to new ways that enable him to see things differently.

First: Testing the stability of the scale

To verify the stability of the measurement tool, the researcher adopted the most common method, which is Cronbach’s Alpha, whose value is considered reliable whenever it exceeds (0.70) at the level of behavioral research, as Table (1) indicates. The primary research variables and their sub-dimensions have Cronbach

Alpha coefficient values ranging from (0.91-0.71). Because these values are higher than the typical Cronbach Alpha values, they are regarded as acceptable and reliable and have an outstanding level of dependability in descriptive investigations. Consequently, the research instrument and its criteria are now acceptable for ultimate implementation as they While validity is the extent to which the scale measures the intended use, it is distinguished by precision and stability or for which it was developed (Barq et al., 2013: 83), as the results in the table indicate that it ranged between (0.84-0.96), which is a good percentage. As shown in Table (1)

Table (1) Testing the stability of the measuring instrument

Second: An explanation and assessment of the study variables

1. Description and diagnosis of the green transformational leadership variable

This paragraph relates to the description and diagnosis of the green transformational leadership variable. It is clear from Table (2) that the green transformational leadership variable was measured in four dimensions, in which the first dimension (green ideal influence) was the highest in terms of the arithmetic mean, which reached (3.457), and with a standard deviation of (3.457). 0.980) This indicates that the response level was high and with a relative importance of (69%). This result demonstrates the sample’s belief that the institute’s management has an ideal green influence on the institute’s employees.

While the third dimension (green intellectual stimulation) obtained the lowest arithmetic mean of (3.123), with a standard deviation of (0.943). This indicates a moderate response level for this dimension, whose relative importance was (62%), as this result shows that The sample is convinced that the institute's management has a method and strategy to motivate employees on a green intellectual level.

At the level of the variable in general, the arithmetic mean for the green transformational leadership variable was (3.278), with a standard deviation of (0.946), as this result indicates a high level of the green transformational leadership variable at the Karbala Technical Institute, the research sample, and within the significance level of (65%). This indicates that The sample perceives the presence of green transformational leadership in the workplace, which is a good indicator of the high availability of this variable.

Table (2) Arithmetic means, standard deviations, relative and ordinal importance of the green transformational leadership variable (n= 35)

1. Describing and diagnosing the mental alertness variable for workers

This paragraph relates to the description and diagnosis of the mental alertness variable for employees, as it is clear from Table (3) that the mental alertness variable was measured in five dimensions, in which the first dimension (clarity of awareness) was the highest in terms of the arithmetic mean, which reached (3.742) and with a standard deviation of (0.443). This indicates that the level of response was high and with a relative importance of (74%). This result demonstrates that the workers at the institute, the research sample, have a clear awareness of their work.

While the fourth dimension (mental flexibility) obtained the lowest arithmetic mean of (3.238) and a standard deviation of (1.040). This indicates a somewhat high level of response for this dimension, whose relative importance was (64%). This result shows that the sample You see that there is flexibility in the awareness and thinking of employees.

At the level of the variable in general, the arithmetic mean for mental alertness reached (3.462) with a standard deviation of (0.640). This result indicates a high level of availability of the variable of mental alertness in the institute, the study sample, and within a significance level of (69%). This indicates that the sample is aware of the presence of alertness. A mentality possessed by working individuals.

Table (3) Arithmetic means, standard deviations, and relative and ordinal importance of the mental alertness variable for workers (n= 35)

Third: Hypothesis testing

1. Testing the main hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and workers’ mental alertness)

Table (4) shows the results of testing the main hypothesis, as it is noted that there is a positive significant influence relationship at the level of (0.01) between green transformational leadership and mental alertness of employees, as the value of the standard (Beta) coefficient reached (0.68), while (R2) reached (0.46). Which indicates that the green transformational leadership variable contributes to explaining the workers’ mental alertness variable by (46%), and the rest is due to other variables not included in the statistical model.

Table (4) Results of multiple regression analysis to test the main hypothesis

1. Testing the first sub-hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and the dimension of clarity of awareness)

Table (5) demonstrates the outcomes of testing the primary hypothesis, noting that green transformational leadership and the clarity of awareness dimension have a positive significant influence link at the level of (0.01), as indicated by the value of the standard beta coefficient reaching (0.20), while (R2) reached (0.042). Which indicates that the green transformational leadership variable contributes to explaining the dimension of clarity of awareness among employees by (4%), and the rest is due to other variables not included in the statistical model.

Table (5): Results of multiple regression analysis to test the first sub-hypothesis

1. Testing the second sub-hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and the flexibility of awareness and attention dimension)

Table (6) demonstrates the outcomes of testing the primary hypothesis, noting that green transformational leadership and the flexibility of awareness and attention dimension have a positive significant influence link at the level of (0.01), as the value of the standard (beta) coefficient reached (0.44), while it reached (R2) (0.20), which indicates that the green transformational leadership variable contributes to explaining the dimension of flexibility of awareness and attention of employees by (20%), and the rest is due to other variables not included in the statistical model.

Table (6) Results of multiple regression analysis to test the second sub-hypothesis

1. Testing the third sub-hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and the stability of awareness and attention)

Table (7) demonstrates the primary hypothesis's testing results, noting that a positive significant influence link exists at the level of (0.01) between green transformational leadership and after stabilizing awareness and attention, as the value of the standard (beta) coefficient reached (-0.08), while it reached ((R2) 0.07), which indicates that the green transformational leadership variable contributes to explaining the stability of workers’ awareness and attention at a rate of (07%), and the rest is due to other variables not included in the statistical model.

Table (7) Results of multiple regression analysis to test the third sub-hypothesis

1. Testing the third sub-hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and the mental flexibility dimension)

Table (8) demonstrates the findings of the primary hypothesis test, noting that the mental flexibility dimension and green transformational leadership have a positive significant influence link at the level of (0.01), as indicated by the value of the standard (Beta) coefficient reached (0.63), while (R2) reached (0.39). Which indicates that the green transformational leadership variable contributes to explaining the mental flexibility dimension of employees by (39%), and the rest is due to other variables not included in the statistical model.

Table (8) Results of multiple regression analysis to test the fourth sub-hypothesis

1. Testing the third sub-hypothesis, which states (there is a statistically significant influence relationship between green transformational leadership and the constructive alternatives dimension)

Table (9) shows the results of testing the main hypothesis, as it is noted that there is a positive significant influence relationship at the level of (0.01) between green transformational leadership and the dimension of constructive alternatives, as the value of the standard (beta) coefficient reached (0.75), while (R2) reached (0.57). Which indicates that the green transformational leadership variable contributes to explaining the constructive alternatives dimension of employees by (57%), and the rest is due to other variables not included in the statistical model.

Table (9): Results of multiple regression analysis to test the fifth sub-hypothesis

First: conclusions

1. The institute, the study sample, pays great attention to the green ideal influence more than the rest of the dimensions of green transformational leadership. This indicates that the organization under study focuses on influencing the hearts of employees in an ideal green way.

2. Karbala Technical Institute appreciates the individual considerations of employees and takes into account those considerations in distributing tasks and participating in decisions.

3. The workers at the Karbala Technical Institute have high clarity and awareness, according to the answers of the individuals in the research sample.

4. The impact of green transformative leadership on employees' mental acuity is positively correlated as indicated by the answers of the individuals in the research sample.

5. Green transformational leadership contributes to building mental flexibility through green intellectual stimulation, green ideal influence, and individual consideration of employees.

Second: Recommendations

1. The management of the institute, the research sample, must maintain the achieved level of green transformational leadership and find strategies and means necessary to achieve a higher level of that leadership.

2. It is necessary for the management of the institute, the research sample, to maintain the level of mental alertness of its employees and develop that alertness.

3. The deanship of the institute, the research sample, must develop appropriate strategies to motivate employees through green intellectual stimulation.

4. It is important for the institute’s management to hold workshops, workshops and training programs and create the necessary means to increase the mental flexibility of employees.

5. The institute’s management is keen to create flexibility in employees’ awareness and manage their attention.

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