The Role of Leadership, Active Involvement on Employee Resilience: Mediated by the Harmonious Relationship Variable

Abstract

This study aims to analyze the influence of leadership and active engagement on employee resilience, with harmonious relationships serving as a mediating variable. Employing a quantitative cross-sectional design, data were collected from 387 employees at an educational institution using validated questionnaires: the Authentic Leadership Questionnaire, Utrecht Work Engagement Scale, Organizational Identification Scale, and Brief Resilience Scale. Structural Equation Modeling (SEM) analysis using AMOS 26.0 revealed a structural model with excellent goodness-of-fit (Chi-square/df=2.48, CFI=0.94, RMSEA=0.061). The results confirm that leadership (β=0.26, p<0.001) and active engagement (β=0.33, p<0.001) significantly influence employee resilience, with active engagement demonstrating a stronger effect. Leadership exerted a dominant influence on harmonious relationships (β=0.44, p<0.001), followed by active engagement (β=0.39, p<0.001). Harmonious relationships partially mediated the leadership-resilience relationship (mediation effect=0.16) and the active engagement-resilience relationship (mediation effect=0.14). The model explained 73% of the variance in employee resilience, confirming the validity of Conservation of Resources Theory and Social Exchange Theory. The study recommends developing authentic leadership programs, enhancing employee engagement, and optimizing the quality of interpersonal relationships to strengthen organizational resilience in the agricultural sector.