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SCIENCE ARTICLE
Leading for sustainability: how human capital sustainability
leadership shapes commitment, engagement,
and employee service quality?
1
School of Business, Entrepreneurship, and Professional Development, Pak-Austria Fachhochshule: Institute of Applied Sciences and Technology, Pakistan
2
Department of Accounting and Finance, Abdul Wali Khan University Mardan, Pakistan
3
School of Business, Entrepreneurship, and Professional Development, Pak-Austria Fachhochschule: Institute of Applied Sciences and Technology, Pakistan
Submission date: 2026-03-25
Final revision date: 2026-04-18
Acceptance date: 2026-05-18
Online publication date: 2026-06-25
Publication date: 2026-06-23
Corresponding author
Syed Haider Khalil
School of Business, Entrepreneurship, and Professional Development, Pak-Austria Fachhochshule: Institute of Applied Sciences and Technology, Haripur, Pakistan
School of Business, Entrepreneurship, and Professional Development, Pak-Austria Fachhochshule: Institute of Applied Sciences and Technology, Haripur, Pakistan
Management 2026;(1):665-691
KEYWORDS
human capital sustainability leadershipemployee conscientiousnessorganisationalengagementorganisational commitmentemployee service quality
JEL CLASSIFICATION CODES
J24
M12
Q56
TOPICS
ABSTRACT
Research background and purpose:
Despite the significance of human capital sustainability leadership (HCSL) discussed in recent studies, our understanding of its consequences is limited. We examined the intervening role of organisational commitment, engagement, and employee conscientiousness in the HCSL-employee service quality relationship. The current study builds on the social exchange theory to critically examine the interplay between HCSL, organisational commitment, engagement, and employee service quality.
Design/methodology/approach:
A questionnaire-based survey was conducted among 373 respondents, i.e., supervisor-employee dyads, working in the hotels of Pakistan for testing a moderated mediation model using structural equation modelling.
Findings:
Findings reveal that the HCSL, organisational commitment, and organisational engagement positively correlate with employee service quality. The relationship between HCSL and employee service quality is positively mediated by organisational commitment and organisational engagement, where these mediated relationships were stronger among highly conscientious employees.
Value added and limitations:
This study advances understanding of HCSL as a catalyst for workplace sustainability by fostering committed, engaged, and conscientious employees triggering sustained service excellence. The current study holds practical implications in designing sustainability-driven policies and leadership style that strengthen sustainable human capital and performance. The current study is one of the first to unpack the interplay of HCSL-employee service quality relationship and provide insights into how sustainability-oriented leadership translates into sustainable workforce and organisational outcomes.
Despite the significance of human capital sustainability leadership (HCSL) discussed in recent studies, our understanding of its consequences is limited. We examined the intervening role of organisational commitment, engagement, and employee conscientiousness in the HCSL-employee service quality relationship. The current study builds on the social exchange theory to critically examine the interplay between HCSL, organisational commitment, engagement, and employee service quality.
Design/methodology/approach:
A questionnaire-based survey was conducted among 373 respondents, i.e., supervisor-employee dyads, working in the hotels of Pakistan for testing a moderated mediation model using structural equation modelling.
Findings:
Findings reveal that the HCSL, organisational commitment, and organisational engagement positively correlate with employee service quality. The relationship between HCSL and employee service quality is positively mediated by organisational commitment and organisational engagement, where these mediated relationships were stronger among highly conscientious employees.
Value added and limitations:
This study advances understanding of HCSL as a catalyst for workplace sustainability by fostering committed, engaged, and conscientious employees triggering sustained service excellence. The current study holds practical implications in designing sustainability-driven policies and leadership style that strengthen sustainable human capital and performance. The current study is one of the first to unpack the interplay of HCSL-employee service quality relationship and provide insights into how sustainability-oriented leadership translates into sustainable workforce and organisational outcomes.
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| eISSN: | 2299-193X |
| ISSN: | 1429-9321 (1997-2019) |
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