AI-AUGMENTED RESILIENT LEADERSHIP AND QUALITY OF WORK LIFE IN THE MALAYSIAN PUBLIC SECTOR: THE MEDIATING ROLE OF INTERNAL COPING RESOURCES IN HYBRID WORK ENVIRONMENTS

Abstract

The rapid digitalisation of Malaysia's public sector has accelerated the integration of artificial intelligence (AI) and hybrid work practices, creating new challenges for leadership and employee well-being. This study examines the relationship between AI-Augmented Resilient Leadership (ARL) and Quality of Work Life (QWL), with Internal Coping Resources (ICR) proposed as a mediating mechanism. Drawing on the Job Demands–Resources (JD–R) model and Conservation of Resources (COR) theory, the study positions ARL as an organizational resource and ICR as a personal psychological resource within AI-enabled hybrid work environments. Data were collected from 351 Malaysian public-sector employees and analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings demonstrate that ARL is positively associated with ICR and QWL, while ICR is positively associated with QWL. The mediation analysis further indicates that ICR partially mediates the relationship between ARL and QWL. These findings extend current understanding of AI-enabled leadership by demonstrating that its relevance to employee well-being operates not only directly but also through employees' internal psychological resources. The study contributes to the emerging literature on human-centred AI leadership and provides practical implications for Malaysian public agencies seeking to balance digital transformation with employee resilience and sustainable quality of work life.