Purpose Engaging Generation Z in the workplace remains a growing concern for organizations due to their distinct expectations for autonomy, psychological safety, and meaningful leadership. Addressing this challenge, the study examines how empathetic and inclusive leadership styles foster employee engagement, with job crafting positioned as a key mediating mechanism across two countries. Design/methodology/approach Data were collected from 218 Generation Z employees across two collectivist cultures: Indonesia and India. The research model was tested using Partial Least Squares Structural Equation Modeling (PLS-SEM), complemented by multi-group analysis to examine its robustness across different cultural contexts. Findings Both empathetic and inclusive leadership significantly enhance job crafting and engagement. Job crafting also mediates the effects of each leadership style on engagement. These relationships were consistent across the Indonesian and Indian samples, with no statistically significant differences. Originality/value This study extends leadership and engagement literature by integrating two relational leadership styles and positioning job crafting as a motivational bridge. It also offers cross-cultural evidence on how leadership can be tailored to meet the psychological needs of Generation Z in emerging economies.
Durman et al. (Mon,) studied this question.
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