Digital Leadership, Digital Work Environment, and Job Satisfaction among Generation Z Employees: The Mediating Role of Work Engagement

  • Fatwa Zuhaena Faculty of Economics and Business, Universitas Wijayakusuma Purwokerto, Indonesia
Keywords: Digital Leadership, Digital Work Environment, Work Engagement, Job Satisfaction, Generation Z

Abstract

Digital transformation has changed organizational communication systems, leadership practices, and employee work experiences, particularly among Generation Z employees who are highly familiar with technology and flexible working systems. This study aims to examine the influence of digital leadership and digital work environment on job satisfaction through work engagement among Generation Z employees. A quantitative approach was applied using a survey method involving 176 employees working in educational institutions, MSMEs, and service sectors. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that digital leadership and digital work environment positively affect work engagement and job satisfaction. Work engagement also significantly influences job satisfaction and mediates the relationships between digital leadership, digital work environment, and job satisfaction. Supportive digital leadership, flexible communication systems, and collaborative digital work environments strengthen employee enthusiasm, emotional attachment, and positive work experiences. The findings extend Job Demands–Resources Theory by emphasizing the role of digital organizational resources in improving employee psychological outcomes among Generation Z workers. Practical implications highlight the importance of adaptive leadership, technological support, and employee engagement strategies in maintaining job satisfaction in digital working systems.

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Published
2026-05-26
How to Cite
Zuhaena, F. (2026). Digital Leadership, Digital Work Environment, and Job Satisfaction among Generation Z Employees: The Mediating Role of Work Engagement. International Journal of Economics, Business and Innovation Research, 5(03), 2971-2987. https://doi.org/10.63922/ijebir.v5i03.3695