The findings matter as companies across Asia struggle with rising employee turnover following global shifts in work expectations. Younger workers increasingly prioritize respectful leadership, psychological safety, and healthy work environments. This research offers timely evidence that leadership behavior is not merely a cultural issue but a measurable driver of employee exit decisions.
Why the Research Matters Now
Organizations worldwide face retention challenges, but the problem is particularly pressing in emerging labor markets where skilled young workers are in high demand. Generation Z employees tend to be more aware of workplace fairness and mental health concerns. As a result, negative supervisory behavior may have stronger consequences than in previous generations.
In Indonesia, turnover intention among employees has already been reported to exceed the regional Asia-Pacific average. The Universitas Lampung study situates this trend within workplace dynamics rather than purely economic factors, suggesting that interpersonal treatment at work can outweigh salary considerations.
How the Study Was Conducted
The researchers surveyed 140 Generation Z employees working across sectors in Lampung Province, including Bandar Lampung city. All participants had at least six months of work experience, ensuring familiarity with workplace conditions.
The study used a quantitative causal design, relying on structured questionnaires to measure three core elements:
- Perceived abusive supervision
- Psychological distress levels
- Intention to leave the organization
Statistical modeling was then applied to test both direct and indirect relationships between these variables. Instead of focusing on complex theory, the analysis examined whether negative leadership behavior increases resignation intentions and whether mental strain explains part of that relationship.
Key Findings
The study presents clear evidence linking workplace treatment to employee exit plans.
Major results include:
Overall, the findings indicate that leadership behavior shapes employee retention through emotional pathways, not just job satisfaction metrics.
What the Results Mean in Practice
The implications extend beyond academic theory and directly affect business strategy.
For organizations, the research suggests that:
- Leadership training should include communication and emotional intelligence components.
- Employee mental health monitoring can help prevent costly turnover.
- Respectful management practices may reduce recruitment and training expenses by improving retention.
For policymakers and educators, the study underscores the importance of promoting healthy workplace cultures as part of national productivity strategies. Workforce sustainability increasingly depends on psychological well-being rather than traditional employment incentives alone.
Insight from the Researchers
Widya Salsabila Inuni of Universitas Lampung explains that psychological distress functions as a mechanism linking workplace treatment to resignation decisions. In ethical paraphrase, she notes that employees often do not immediately plan to leave because of their supervisor’s actions alone; rather, it is the emotional strain produced by those actions that ultimately motivates them to seek another job.
This insight reinforces the idea that employee turnover is not only an HR management issue but also a workplace health concern.
Broader Implications for Generation Z Workforces
Generation Z employees are entering the labor market during a period of rapid social and technological change. They tend to expect transparent communication, respectful leadership, and supportive work environments.
The Universitas Lampung findings help explain why Gen Z workers are frequently perceived as more mobile. Their turnover patterns appear tied less to loyalty levels and more to perceived fairness and emotional safety at work.
Companies that adapt leadership styles accordingly may gain a competitive advantage in attracting and retaining young talent.
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