Unpacking gritty leadership, adaptive performance and thriving: the moderating role of leader humility

Purpose Output-driven leadership has become essential for organizational survival. Therefore, this study focuses on how gritty leadership affects employees' thriving at work. Specifically, grounded in the social embeddedness theory of thriving, this study explores adaptive work performance (AWP) as a mediator between gritty leadership and employee thriving. It further investigates the conditional role of leader humility in the relationship between gritty leadership and AWP. Design/methodology/approach The study approached 368 employees working in the textile sector at two different times to minimize common method bias. The data were analyzed using Analysis of Moment Structures (AMOS). Findings The findings indicate that gritty leadership has a positive effect on employees' thriving, and this relationship is further explained through AWP. Additionally, perceived leader humility strengthens the effect of gritty leadership on AWP. Interestingly, the study noted a negative correlation between leader humility and AWP, which reflects characteristics of high power-distance cultures. Research limitations/implications Although the two-wave time-lagged design may limit causal inferences, the findings suggest that management should prioritize succession planning by identifying, developing, and training high-potential employees for leadership roles. Emphasizing the cultivation of grit and humility in future leaders can enhance employee performance and well-being, thereby contributing to sustained organizational success. Originality/value This study extends the social embeddedness theory of thriving (SETT) by explaining how and when gritty leadership fosters employees' thriving at work through AWP under the condition of leader humility. In doing so, it positions perseverance-oriented leadership as a key contextual driver of vitality and learning within SETT.