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Sustainability through Humility: The Impact of Humble Leadership on Work–Family Facilitation in the U.S. and Japan

Author

Listed:
  • Soyeon Kim

    (Faculty of International Social Sciences, Gakushuin University, Tokyo 171-0031, Japan)

  • Neena Gopalan

    (School of Business, University of Redlands, Redlands, CA 92373, USA)

  • Nicholas Beutell

    (LaPenta School of Business, Iona University, New Rochelle, NY 10801, USA)

Abstract

This study examines the influence of leader humility on work–family facilitation (WFF) in the U.S. and Japan by exploring the mediating roles of the four dimensions of psychological empowerment (meaningful work, autonomy, competency, and impact) on this relationship. Drawing from a sample of 392 Japanese employees and 132 U.S. employees, our findings suggest that leader humility is positively related to WFF in both cultural contexts. Meaningful work and departmental impact emerge as significant mediators in both cultures, while the mediation effects of autonomy and competency are valid in Japan only. An additional test reveals that meaningful work is the most significant mediator in both countries, underscoring the pivotal role of leader humility and meaningful work in enhancing WFF. The study adds to the growing literature on the beneficial effects of leader humility on sustainable organizations, while offering insights into improving employee wellbeing and work–life interactions across diverse cultural contexts.

Suggested Citation

  • Soyeon Kim & Neena Gopalan & Nicholas Beutell, 2023. "Sustainability through Humility: The Impact of Humble Leadership on Work–Family Facilitation in the U.S. and Japan," Sustainability, MDPI, vol. 15(19), pages 1-16, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:19:p:14367-:d:1250687
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    References listed on IDEAS

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    4. Ashforth, Blake E., 1989. "The experience of powerlessness in organizations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(2), pages 207-242, April.
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