RESILIENT LEADERSHIP AND PSYCHOLOGICAL CAPITAL IN ENHANCING QUALITY OF WORK LIFE AMONG PUBLIC SECTOR EMPLOYEES IN HYBRID WORK ENVIRONMENTS

Abstract

This study investigated how resilient leadership and psychological capital contributed to enhancing the quality of work life among employees in Malaysia’s public sector under hybrid work arrangements. The transition to hybrid work environments has introduced new complexities for civil servants, including extended working hours, role ambiguity, and reduced interpersonal interaction. These challenges have affected employees’ perception of job satisfaction, motivation, and psychological well-being. Using a quantitative cross-sectional design, data were collected from 350 public sector employees across various government departments. Validated instruments were employed to assess leadership behaviors, psychological capital components, and perceived quality of work life. The results demonstrated that resilient leadership significantly improved employees’ quality of work life, with psychological capital acting as a partial mediator in this relationship. These findings highlight the importance of leadership strategies that prioritize empathy, adaptability, and vision, supported by psychological resources such as hope, resilience, and optimism. The study provides valuable insights for public administrators seeking to foster positive work environments and sustainable workforce engagement. Interventions that build leadership resilience and cultivate psychological strengths are recommended to enhance the overall quality of life for public servants in the era of flexible and digitalized work structures.