Penelitian ini bertujuan untuk mengkaji hubungan antara kepemimpinan inklusif dan kesejahteraan karyawan dengan keamanan psikologis sebagai mediator pada karyawan Gen Z. Pemahaman ini penting karena adanya perbedaan karakteristik Gen Z dengan generasi sebelumnya yang menimbulkan tantangan tersendiri bagi organisasi dalam mendukung kesejahteraan mereka. Data penelitian diperoleh dari 154 karyawan Gen Z yang aktif bekerja selama minimal satu tahun pada perusahaan yang memiliki struktur hierarki formal. Hasil analisis menunjukkan bahwa keamanan psikologis tidak memediasi secara signifikan hubungan antara kepemimpinan inklusif dan kesejahteraan karyawan (b = .01, SE = .02, p = .74, 95% CI [-.04, .05]). Meskipun kepemimpinan inklusif berperan signifikan terhadap keamanan psikologis, variabel tersebut tidak berdampak signifikan pada kesejahteraan karyawan. Dengan ini, kepemimpinan inklusif berkontribusi langsung terhadap peningkatan kesejahteraan karyawan pada karyawan Gen Z tanpa melalui keamanan psikologis (b = 0.47, SE = .09, p < .001, 95% CI [.30, .64]). Hasil dari penelitian ini dapat bermanfaat untuk memperkaya literatur terkait variabel kepemimpinan inklusif, keamanan psikologis, dan kesejahteraan karyawan.

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This study aims to examine the relationship between inclusive leadership and employee well-being, with psychological safety as a mediating variable, among Generation Z employees. This is particularly important given the distinct characteristics of Gen Z compared to previous generations, which present unique challenges for organizations in supporting their well-being. Data were collected from 154 Gen Z employees who had been actively working for at least one year in companies with a formal hierarchical structure. The analysis showed that psychological safety does not significantly mediate the relationship between inclusive leadership and employee well-being (b = .01, SE = .02, p = .74, 95% CI [-.04, .05]). Although inclusive leadership plays a significant role in psychological safety, the latter does not have a significant effect on employee well-being. Thus, inclusive leadership directly contributes to improving the well-being of Gen Z employees without mediation through psychological safety (b = 0.47, SE = .09, p < .001, 95% CI [.30, .64]). These findings may contribute to the existing literature on inclusive leadership, psychological safety, and employee well-being.