Thriving at work development: the role of leader humility and affective commitment

Abstract

Purpose: This study investigates the effects of leader humility and affective commitment on employees' thriving at work in Jakarta. It also examines the relationship between affective commitment and thriving at work and the mediating role of affective commitment in this relationship.

Methods: A quantitative research approach was employed, utilizing questionnaires distributed to employees across various industries in Jakarta. The study's population included individuals with work experience, including students and current employees, with a sample size of 150 participants. Data analysis was conducted using Structural Equation Modeling (SEM) with Jamovi software to evaluate the relationships between the variables.

Findings: The results revealed that leader humility positively and significantly affects affective commitment. Additionally, affective commitment was found to positively and significantly influence thriving at work. Interestingly, leader humility did not directly affect thriving at work but positively influenced thriving indirectly through affective commitment. This indicates that leader humility enhances employees' emotional attachment to their organization, promoting their well-being and performance.

Originality: This study contributes to the existing literature by exploring the relationships among leader humility, affective commitment, and thriving in the Jakarta workforce. It highlights the importance of leader humility as a key factor in fostering affective commitment. Moreover, this study provides valuable insights for organizations looking to enhance employee engagement and productivity through effective leadership practices.