Amid increasingly competitive and demanding workplaces, organizations are expected to achieve high performance targets without neglecting employee well-being. The challenge lies in creating a work environment where employees can remain happy, continue to grow, and stay productive despite mounting job demands.
Research conducted by Professor Reni Rosari of the Department of Management, Faculty of Economics and Business, Universitas Gadjah Mada (FEB UGM), and her team found that excessive work does not always diminish happiness. The study, which involved more than 400 employees of Indonesia’s state-owned enterprises, revealed that individuals with workaholic tendencies can experience higher levels of workplace happiness when they thrive. In other words, as long as employees have opportunities to grow within a positive environment, hard work can become a source of meaning and satisfaction.
“Working hard is not always synonymous with suffering. In a collectivist culture such as Indonesia’s, hard work can be a source of meaning, provided there is a sense of growth and support from inclusive leaders,” she said on Friday (Jun. 5).
Through her study titled “Inclusive Leadership and Workplace Happiness: Thriving as Mediator and Workaholism as Moderator in Indonesia”, Professor Rosari examined the role of inclusive leadership in fostering workplace happiness within work cultures that often demand a high level of dedication.
Professor Rosari explained that organizations in Indonesia possess unique characteristics. Hierarchical structures, demanding performance targets, and intense work cultures are often perceived as expressions of loyalty. As a result, leadership plays a critical role in shaping employees’ workplace experiences.
“In this context, leadership is not merely about achieving results, but also about how people are treated throughout the process of achieving those results. This is where the concept of inclusive leadership becomes important,” she explained during the Research Series program titled “Inclusive Leadership and Workplace Happiness”.
Professor Rosari described inclusive leadership as a style that is open, fair, and approachable, and that actively involves employees in work processes. According to her, inclusive leaders do more than simply act kindly; they create a psychological safety in which every individual feels valued and heard.
“Interestingly, inclusive leadership does not directly make employees happy. There is an important psychological mechanism involved, namely thriving at work,” she said.
Thriving refers to a condition in which individuals are not only productive but also feel they are continuously learning and growing through their work. Professor Rosari explained that one of the most notable findings of her research concerns workaholism, the tendency to work excessively.
In many studies, workaholism is generally associated with stress, fatigue, and burnout. However, in Indonesia, workaholism does not always carry negative connotations.
“A collectivist culture often views hard work as a form of dedication, loyalty, and even a moral value,” she said.
Professor Rosari also emphasized that working excessively does not necessarily undermine happiness. Her research showed that individuals with workaholic tendencies can experience greater workplace happiness when they thrive. As long as their jobs provide opportunities for growth within a positive environment, hard work can become a source of meaning and fulfillment.
“Working hard is not always synonymous with suffering. In a collectivist culture such as Indonesia’s, hard work can be a source of meaning, provided there is a sense of growth and support from inclusive leaders,” she said.
Furthermore, Professor Rosari noted that organizational leaders play a crucial role. Their presence is essential to ensuring fairness, support, and opportunities for growth in high-demand workplaces. She hopes the findings of her research will provide valuable implications for organizations.
However, efforts to improve workplace happiness cannot rely solely on providing facilities or incentives. Organizations need to cultivate healthy relationships between leaders and employees. For individuals, this research serves as a reminder that workplace happiness does not necessarily mean working less. Rather, happiness can emerge when work provides opportunities to learn, develop, and find meaning in every contribution made.
“Ultimately, inclusive leadership teaches a simple yet profound lesson. When people are given space to grow, even hard work can become a source of happiness,” she concluded.
Contributor: Najwa and Kurnia Ekaptiningrum/FEB UGM Public Relations
Author: Diyana Khairunnisa
Editor: Gusti Grehenson
Post-editor: Arya
Photo: Magnific