KnE Social Sciences

Published date: Dec 03 2025

Journal Title: KnE Social Sciences

Issue title: The 5th International Conference on Tourism, Gastronomy, and Tourist Destination (TGDIC 2025)

Pages: 35 - 46

DOI: 10.18502/kss.v10i29.20247

Purwanti Dyah Pramanikpurwanti@iptrisakti.ac.idTrisakti Institute of Tourism, Jakarta

Myrza RahmanitaTrisakti Institute of Tourism, Jakarta

‎ NurbaetiTrisakti Institute of Tourism, Jakarta

Rahmat IngkadijayaTrisakti Institute of Tourism, Jakarta

The hospitality industry operates in a dynamic, high-pressure environment, imposing significant demands on leaders, particularly General Managers (GMs) of four-star hotels in Jakarta. While prior research identifies work-life balance (WLB) as a predictor of employee well-being, its role in sustaining leader engagement remains underexplored. Existing literature disproportionately emphasizes frontline staff, neglecting how GMs replenish cognitive and emotional resources. Addressing this gap, this study investigates the impact of work-leisure balance on leader engagement among Jakarta’s four-star hotel GMs. The research employs a quantitative descriptive design, and data were collected via structured questionnaires from 56 GMs. The respondents were chosen by purposive sampling. Results demonstrate that work-leisure balance positively and significantly influences leader engagement. The findings advocate organizational policies prioritizing flexible scheduling, enabling GMs to allocate time for social interactions and professional development of employees. This study contributes to leadership and hospitality literature by redefining WLB’s utility for senior executives and offering practical insights for sustaining engagement in high-stakes roles.

Keywords: work-life balance, work engagement, hospitality industry, leadership, performance

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