Impact of human capital sustainability leadership on work engagement and job satisfaction in the hotels industry

Abstract

A positive human capital sustainable leadership can promote work engagement and job satisfaction. Using the social exchange theory (Harrington, 2005) as a theoretical foundation, this study investigates the impact of human capital sustainability leadership on work engagement and job satisfaction in the hotel industry. The human capital leadership four dimensions examined are sustainability leadership, ethical leadership, mindful leadership, and servant leadership and its impact on work outcomes such as work engagement and job satisfaction are examined in this study based on the literature on sustainability leadership (Khalil et al., 2021). Several studies on sustainability that were conducted on different hotels and linked with the Sustainable Development Goals of the United Nations show that leadership has a key role regarding sustainable-based performance. Work engagement and job satisfaction are two factors that human capital sustainability leadership (HCSL) influences.The method used is a quantitative research design. A sample of 310 employees from a three-star hotel working in the last three (3) years was used for data analysis using Jamovi software. The study revealed that HCSL dimensions such as ethical leadership (EL), sustainable leadership (SL), and mindful leadership (ML), have a strong positive relationship with other variables except Servant leadership (SVL) which has a very weak positive correlation with other variables. Moreover, the study shows that all HCSL dimensions such as ethical leadership, sustainable leadership, mindful leadership, and servant leadership positively impact work engagement and job satisfaction in the hotel industry in the Philippines. These findings also demonstrate the critical role that human capital sustainable leadership plays in creating a successful work outcome that leads to sustainability through work engagement and job satisfaction.