Human Capital Sustainability Leadership Driving Job Performance through Work Behaviors
DOI:
https://doi.org/10.70550/joseb.v2i4.116Keywords:
Human Capital Sustainability Leadership, Job Performance, Innovative Work Behavior, Knowledge Sharing Behavior, Employee Work EngagementAbstract
Objectives: This systematic literature review examines how Human Capital Sustainability Leadership (HCSL) influences job performance through key work behaviors. The study aims to establish a comprehensive theoretical foundation by analyzing the relationships between HCSL components (ethical, sustainable, mindful, and servant leadership) and job performance, with innovative work behavior, knowledge sharing behavior, and employee work engagement as potential mediators.
Methodology: A systematic literature review was conducted to analyze and synthesize conceptual frameworks and empirical findings from existing scholarly literature. The review examined definitions, measurement scales, and empirical evidence concerning the interrelationships among HCSL, work behaviors, and job performance.
Finding: The reviewed literature consistently demonstrates that HCSL components positively and significantly influence innovative work behavior, knowledge sharing behavior, and employee work engagement. These three work behaviors, in turn, serve as positive predictors of job performance. Various theoretical perspectives support these observed linkages across multiple empirical studies.
Conclusion: This review consolidates evidence establishing HCSL as a crucial driver of job performance, with innovative work behavior, knowledge sharing behavior, and employee work engagement acting as significant intervening variables. The findings provide a robust theoretical foundation for future empirical research on integrated models of sustainable leadership and organizational performance.
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