Peran Transformational Leadership terhadap Career Adaptability pada Karyawan Generasi Z yang Dimoderasi oleh Role Ambiguity

Fatimatuzzahra Awlia Madona, Dr. Ridwan Saptoto, S.Psi., M.A., Psikolog.

2026 | Skripsi | PSIKOLOGI

Perubahan dunia kerja yang cepat menuntut karyawan Generasi Z untuk mampu beradaptasi dengan tuntutan kerja yang dinamis. Namun, ketidakjelasan peran dapat

menghambat kemampuan tersebut. Penelitian ini bertujuan menguji peran transformational leadership dan role ambiguity terhadap career adaptability, serta peran

moderasi role ambiguity dalam peran transformational leadership terhadap career adaptability pada karyawan Generasi Z. Penelitian ini melibatkan 268 karyawan

Generasi Z di Indonesia dengan pendekatan kuantitatif non-eksperimental dan desain cross-sectional. Hasil regresi menunjukkan bahwa transformational leadership

berperan positif signifikan terhadap career adaptability (b = 0,308; p < 0> role ambiguity berperan negatif signifikan terhadap career adaptability (b =

-0,5496; p < 0 xss=removed>role ambiguity memperkuat peran

transformational leadership terhadap career adaptability. Analisis simple slope menunjukkan bahwa peran tersebut menjadi tidak signifikan pada role ambiguity

rendah (b = -0,0188; p = 0,716), tetapi menjadi signifikan pada tingkat sedang (b = 0,1175; p = 0,004) dan lebih kuat pada role ambiguity tinggi (b = 0,2538; p <

0,001). Temuan ini menegaskan bahwa kepemimpinan transformasional menjadi semakin bermakna bagi karyawan Generasi Z ketika mereka menghadapi

ketidakjelasan peran.

Rapid changes in the world of work require Generation Z employees to adapt to dynamic job demands. However, role ambiguity may hinder this ability. This study

aims to examine the role of transformational leadership and role ambiguity on career adaptability, as well as the moderating role of role ambiguity in the relationship

between transformational leadership and career adaptability among Generation Z employees. This study involved 268 Generation Z employees in Indonesia using a

quantitative non-experimental approach with a cross-sectional design. The regression results show that transformational leadership has a significant positive effect on

career adaptability (b = 0.308; p < 0 xss=removed>

significant interaction effect (b = 0.198; p < 0>

slope analysis shows that the effect is not significant at low levels of role ambiguity (b = -0.0188; p = 0.716), but becomes significant at moderate levels (b = 0.1175; p

= 0.004) and stronger at high levels of role ambiguity (b = 0.2538; p < 0>

meaningful for Generation Z employees when they face higher levels of role ambiguity.

Kata Kunci : Transformational Leadership, Role Ambiguity, Career Adaptability, Generasi Z, Karyawan