Purpose This study explores the importance of Self-Esteem in Labour Context (SELC) as a psychological resource influencing employee behaviour and organisational outcomes. It addresses the lack of integrated research on its dimensions and implications for management. Design/methodology/approach A systematic literature review (SLR) of studies published between 1975 and December 2025 was conducted to synthesise existing evidence. To validate and contrast these findings, qualitative interviews with organisational leaders were carried out, providing managerial insights into the role of SELC practices. Findings The SLR identifies key themes linking SELC to job satisfaction, motivation, organisational commitment, turnover intentions, ethical leadership, civic behaviour and organisational culture. Qualitative results reinforce these relationships, highlighting SELC as a driver of employee well-being, productivity and retention. Ethical leadership emerges as a critical factor, and SELC is shown to foster prosocial behaviours and organisational agility, which are essential for management. Originality/value By integrating systematic evidence with managerial perspectives, this research offers a comprehensive understanding of SELC as a lever for organisational success and sustainable human resource management. It provides actionable insights for managers, emphasising empowerment, coaching and cultural interventions that strengthen SELC and support management practices.
Gómez-Jorge et al. (Wed,) studied this question.