Latent profile analysis reveals distinct leadership profiles impacting relationship capital and adaptation in managers, highlighting implications for development.
Key Points
This research aims to understand how human capital sustainability leadership is structured among Japanese managers, focusing on relationship capital and personal adaptation.
Applied latent profile analysis to four dimensions of human capital sustainability leadership measured with the HCSL scale among 527 Japanese managers.
Identified a five-profile solution indicating varying levels of leadership effectiveness and relationship capital.
Conducted multivariate tests to assess differences in outcomes related to relationship capital and personal adaptation across profiles.
The Very High and High profiles exhibited stronger relationship capital and better personal adaptation compared to the Moderate profile.
The Unbalanced profile showed high ethical leadership but lower relationship capital, maintaining adaptation.
Profiles mapped on relationship capital and personal adaptation provide a framework for leadership development interventions.