Leveraging leadership styles for ESG performance in the public sector: the role of humble leadership in enhancing employee task and contextual outcomes

Humble leadership, characterised by self-awareness, openness to feedback, and rec- ognising others’ strengths, has gained increasing scholarly attention as a transfor- mative leadership paradigm in contemporary organisations. In technology-driven environments, where rapid advancements such as automation and big data analytics necessitate continuous adaptation, leaders must cultivate digital capabilities to drive innovation and sustainable growth. Within this context, humble leadership emerges as a critical enabler of organisational resilience, particularly in achieving Envi- ronmental, Social, and Governance (ESG) benchmarks. This study examines the direct impact of humble leadership on employee performance, encompassing both task-related and contextual outcomes, with a specific focus on its relevance within the public sector. The research highlights the role of humble leadership in fostering psychological safety, trust, and innovation, thereby enhancing both individual and collective performance. Addressing a notable gap in the existing literature, which predominantly explores mediated relationships, this study employs structural equa- tion modelling (SEM) to provide robust empirical evidence on the effectiveness of humble leadership in improving employee performance. The findings contribute to the broader discourse on sustainable and equitable leadership practices in dynamic organisational contexts, offering valuable insights for both scholars and practitio- ners in leadership and public administration.