Sustainable human resource management requires leadership that generates mutual gains by building relational resources while maintaining leaders’ own adaptation. We examined how human capital sustainability leadership (HCSL) is configured in practice by applying latent profile analysis to the four HCSL dimensions (ethical, sustainable, mindful, servant leadership) measured using the Japanese version of the HCSL scale among 527 Japanese managers. Fit indices supported a five-profile solution (Very High, High, Moderate, Low, and Unbalanced). The profiles showed distinct patterns of relationship capital (mentoring and supervisor–subordinate trust) and personal adaptation (life satisfaction and mental health). Multivariate tests indicated clear between-profile differences across all outcomes, with the Very High and High profiles consistently showing stronger relationship capital and better adaptation than the Moderate profile. The Unbalanced profile combined high ethical leadership with low levels of the other HCSL dimensions and displayed lower relationship capital but preserved adaptation. Mapping profiles on a two-axis space of relationship capital and personal adaptation offers a parsimonious framework for visualizing sustainability-relevant risks and for tailoring leadership development interventions.
Tani et al. (2026) studied this question.