From the Mexican gulf oil spill of British Petroleum to Fukushima nuclear crisis of Japan. The awareness of impact on climate change, environmental pollution and natural resource depletion has led a wide range of stakeholders such as government, consumer and non-profit organization to put pressure on the companies to act in a more environmentally and socially responsible way. This study adopts both qualitative and quantitative approaches. Five Taiwanese green enterprises were interviewed along with thirty three questionnaires which were collected from other green enterprises for further analysis. This study attempts to explore how green entrepreneurial leader brings sustainable competitive advantage through building green human capital for the firm in the growing pressure of industrial environmental protection. The findings indicate that green entrepreneurial leaders articulate green vision, act as ethical role model, and identify environment related opportunity for exploitation. This leadership style influences the management practices on green human capital selection, development, and leverage which then lead to innovation, cost saving, and profitability.

Environmental degradation has become a major concern for all humankind. The environmental problems are no longer confined to one enterprise. The need for ¡§Greening¡¨ is urgent for enterprises because they have to gain competitive advantage.¡@ Moreover, green human capital is considered most important element of competitive advantage in most enterprises. All of the competencies of the green human capital within an enterprise is intangible assets. It is believed that if an enterprise knows that green entrepreneurial leadership contributes green human capital and competitive advantage, it can be managed effectively. This study extended previous research by attending to the boundaries of the relationship between green human capital and competitive advantage. Furthermore, we would like to examine the impact of green entrepreneurial leadership on green human capital and competitive advantage. These hypotheses were supported in examination of 108 enterprises which attained the Annual Enterprises Environmental Protection Award via Environmental Protection Administration Executive Yuan, and the enterprises which is registered in the Ministry of Economic Affairs in Taiwan. The 231 objects are environmentalists, director of human resources department, and director of marketing department. We used confirmatory factor analysis, correlation analysis, and regression analysis to testify our hypotheses. The study findings indicated: 1. Charismatic leadership increased positive relationship between development of green human capital and competitive advantage. 2. Ethical leadership increased positive relationship between development of green human capital and competitive advantage. 3. Proactive personality increased positive relationship between development of green human capital and competitive advantage. Practical implications were illustrated as following: 1. Enterprises should attach importance to selection of green human capital. 2. Enterprises should attach importance to development and leverage of green human capital. Finally, suggestions for future research and the limitation of this study also discussed.