Pengaruh Kepemimpinan Inklusif terhadap Perilaku Kerja Inovatif Pada Karyawan Generasi Z yang Dimediasi Oleh Job Crafting

Abstract

This study aims to analyze the effect of inclusive leadership on innovative work behavior in Generation Z employees with job crafting as a mediating variable. Generation Z is known as individuals who are adaptive to change and have high expectations of an inclusive work environment. Therefore, understanding the factors that can encourage innovation among this generation is important for organizations, especially in the competitive e-commerce industry. This research method uses a quantitative approach with convenience sampling technique. The research respondents were Generation Z employees who had worked for at least one year at PT Shopee International Indonesia, specifically in the business development and marketing divisions, with a total of 376 employees. The data collection method in this study uses three scales that have been constructed by the author, namely the innovative work behavior scale based on the theory of De Jong and Den Hartog (2010), the inclusive leadership scale based on the theory of Al-Atwi and Al-Hassani (2021), and the job crafting scale based on the theory of Tims et al. (2012). The results show that inclusive leadership has a positive influence on innovative work behavior, but with a relatively weak influence. In addition, inclusive leadership also has a positive effect on job crafting, which then contributes to increasing innovative work behavior. However, the mediating role of job crafting in the relationship between inclusive leadership and innovative work behavior is also relatively weak. This finding indicates that although inclusive leadership and job crafting can increase employee innovation, there are other factors that are more dominant in encouraging innovative work behavior in the work environment. Practically, employees are advised to be more active in customizing their work through job crafting and utilizing inclusive leadership to increase innovation. Employers need to build a more flexible work environment that supports the exploration of new ideas, while organizations need to develop strategies to encourage job crafting and create reward mechanisms that can increase employees' innovative motivation. Future research is recommended to explore other factors that may play a more significant role in mediating the relationship between inclusive leadership and innovative work behavior.