There are multiple topic areas relevant to human sustainability in organizational behavior. These have recently been integrated into Restricted Employee Sustainability Theory (REST). However, REST as currently formulated focuses on individual employees, leaving the theory undersocialized and undercontextualized. Moreover, REST leaves responsibility for human sustainability on individual employees. We extend rest to take a leader-focused perspective. We highlight how leaders can monitor employees who may be in different employee sustainability states, and how these different employees have different needs which should be managed differently. We discuss how leaders can build a culture which values human sustainability. We delineate three different tensions faced by leaders in the context of human sustainability (short term productivity versus long term human sustainability, protecting human capital versus avoiding paternalism, and maintaining lean payrolls versus maintaining a robust capacity for workload spikes). Finally, we close with a discussion of practical implications and future research. In doing so, we discuss how leaders can enhance the human sustainability of their subordinates and their organizations.

组织行为中有多个与人类可持续性相关的主题领域。这些最近已被纳入受限员工可持续性理论 (REST)。然而，目前制定的 REST 侧重于个体员工，导致该理论社会化和情境化不足。此外，REST 将人类可持续发展的责任留给了员工个人。我们延长休息时间，以采取以领导者为中心的观点。我们强调领导者如何监控可能处于不同员工可持续发展状态的员工，以及这些不同的员工如何有不同的需求，应该以不同的方式进行管理。我们讨论领导者如何建立重视人类可持续发展的文化。我们描绘了领导者在人类可持续发展背景下面临的三种不同的紧张局势（短期生产力与长期人类可持续发展、保护人力资本与避免家长作风、维持精益工资与维持应对工作负载高峰的强大能力）。最后，我们以对实际意义和未来研究的讨论作为结束。在此过程中，我们讨论领导者如何增强下属及其组织的人类可持续性。