In an increasingly competitive and demanding work environment, organizations must not only meet high performance targets but also ensure their employees’ well-being. It raises an important question: how can organizations create a workplace where employees remain happy and continue to grow despite heavy job demands?
This question became the focus of a study conducted by Prof. Dra. Reni Rosari, M.B.A., and her research team from the Faculty of Economics and Business, Universitas Gadjah Mada (FEB UGM), titled “Inclusive Leadership and Workplace Happiness: Thriving as Mediator and Workaholism as Moderator in Indonesia.” The study involved more than 400 employees from Indonesian State-Owned Enterprises (SOEs). It examined the role of inclusive leadership in fostering workplace happiness within a work culture that often demands high levels of dedication.
According to Reni, organizations in Indonesia possess unique characteristics. Hierarchical organizational structures, demanding performance targets, and a culture that often equates hard work with loyalty make leadership a critical factor in shaping employees’ work experiences.
“In such a context, leadership is about more than just achieving results. It is also about how people interact with each other during the process,” explained the Professor from the Department of Management.
She further emphasized that this is where inclusive leadership becomes particularly important. Inclusive leadership is a style that is open, fair, approachable, and actively involves employees in work processes. Inclusive leaders are not merely kind; they create psychological safety, allowing individuals to feel valued, respected, and heard.
“Interestingly, inclusive leadership does not directly make employees happy. There is an important psychological mechanism in between, namely thriving at work,” she said.
Thriving at work refers to a condition in which individuals are not only productive but also experience continuous growth and development in their work. In other words, employees are not simply busy performing tasks; they feel that they are learning, progressing, and advancing as individuals.
One of the study’s most interesting findings concerns workaholism, or the tendency to work excessively. Many studies conducted in Western countries have found a common association between workaholism and stress, exhaustion, and burnout. However, in Indonesia, workaholism does not always carry a negative connotation. The country’s collectivist culture often views hard work as a sign of dedication, loyalty, and even moral virtue.
It raises another question: Does working excessively always undermine happiness?
According to Reni, the answer is not necessarily. The study found that individuals with strong workaholic tendencies can experience higher levels of workplace happiness when they also thrive at work. Provided employees have opportunities to grow and benefit from a positive work environment, hard work can become a source of meaning and satisfaction.
“Working hard is not always synonymous with suffering. In a collectivist culture such as Indonesia, hard work can become a source of meaning, provided that individuals experience personal growth and receive support from inclusive leaders,” she explained.
In this context, leadership plays a crucial role. Leaders are responsible for ensuring fairness, providing support, and creating opportunities for growth amid demanding work expectations.
The findings offer important implications for organizations. Efforts to improve workplace happiness should not rely solely on providing facilities or financial incentives. Organizations must also foster healthy relationships between leaders and employees. In addition to managing tasks and organizational targets, leaders should understand the human needs behind every work process.
For individuals, the study serves as a reminder that workplace happiness does not necessarily mean working less. Instead, happiness can emerge when work offers opportunities to learn, grow, and find meaning in every contribution.
“Ultimately, inclusive leadership teaches us a simple yet profound lesson: when people have the opportunity to grow, hard work can become a source of happiness,” she concluded.
The full recording of the Research Series program, “Inclusive Leadership and Workplace Happiness,” is available at: http://ugm.id/InclusiveLeadership
Reporter: Najwa Anggi Namira
Editor: Kurnia Ekaptiningrum
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