







































Humanitas: Indonesian Psychological Journal  
Vol. 22 (1), February 2025, 87-101 

ISSN:  2598-6368(online); 1693-7236(print)                                                                 

       humanitas@psy.uad.ac.id             http://journal1.uad.ac.id/index.php/Humanitas                      10.26555/humanitas.v22i1.992 

Prophetic leadership and employee well-being: Gratitude as a 

mediator 

Sus Budiharto*, Yulizta Putri Pratiwi 
Faculty of Psychology and Socio-Cultural Sciences, Universitas Islam Indonesia, Yogyakarta, Indonesia 
Corresponding author: budiharto@uii.ac.id 

 

This is an open access article under the CC BY-SA license. 

 

Introduction  

Employee well-being within an organization is critical due to its positive impact on 

employee performance. Research findings indicate that employee well-being positively 

influences work engagement (Astuti & Dhania, 2022;Garg & Singh, 2019; Koon & Ho, 

2021), organizational commitment (Ariva et al., 2023; Kolakowski et al., 2020; Pertiwi et 

al., 2023), organizational citizenship behavior (AlZgool et al., 2023;Ansong et al., 2024; 

Pelealu, 2022; Rossouw & Rothmann, 2020), and employee performance (Abdullah et al., 

2021; Johari et al., 2019; Rafifah et al., 2022; Sofyanty & Setiawan, 2020; Yan et al., 2020). 

Additionally, employee well-being negatively impacts absenteeism (Coelho et al., 2023; 

Medina-Garrido et al., 2020), burnout (Coelho et al., 2023; González-Rico et al., 2022), 

social harm of work (Chillakuri & Vanka, 2021),  and turnover intentions (Khairunisa & 

Muafi, 2022; Nae & Choi, 2022; Samad et al., 2022).  

Studies on employee well-being have been reported in several constructs, including 

employee well-being, workplace well-being, employee subjective well-being, and employee 

psychological well-being (Budiharto & Athirah, 2024). In this study, employee well-being 

refers to the conceptualization by Zheng et al., (2015), who define it as an employee’s 

positive perception of their life, encompassing three aspects: workplace well- being, 

psychological well-being, and life well-being. Workplace well-being encompasses 

employees' perceptions of their work, including factors such as the work environment, 

ARTICLE  INFO  

 

ABST RACT  

 

Article history 

Received  August 11, 2024 

Revised  January 6, 2025 

Accepted  January 8, 2025 

 This study investigates the role of gratitude as a mediator in the 
relationship between prophetic leadership and employee well-being. 
The participants comprised 146 employees (118 males; 28 females) 
from a sharia financial institution in Yogyakarta. Measurement 
instruments included the prophetic leadership scale, the Islamic 
Gratitude Scale (IGS-10), and the Employee Well-Being Scale 
(EWBS). Mediation analyses were employed for data examination. 
Results indicated that gratitude fully mediates prophetic leadership and 
employee well-being (indirect estimate = 0.12; p<0.01). Employees 
who perceive their leaders as embodying prophetic qualities tend to 
experience higher levels of gratitude, enhancing their well-being within 
the organization. These findings have significant practical implications, 
suggesting that organizations can foster employee well-being by 
promoting gratitude and improving their leaders’ prophetic leadership 
capacities. 

    

 

Keywords 

Employee well-being  

Gratitude  

Islamic Gratitude  

Prophetic leadership 

 

 

mailto:humanitas@psy.uad.ac.id
http://journal1.uad.ac.id/index.php/Humanitas
https://doi.org/10.26555/humanitas.v22i1.992
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Budiharto & Pratiwi (Prophetic leadership and employee well-being: Gratitude as a mediator)  

workload, management practices, and relationships with colleagues. Psychological well-

being refers to employees' perceptions of their mental state, encompassing self-acceptance, 

personal growth, purpose in life, and positive relationships with others. This perception 

reflects employees’ ability to grow psychologically, achieve personal goals, and maintain 

confidence in life and work. Life well-being pertains to employees' overall perception of 

their lives, including their relationships with family, living conditions, and personal 

achievements, all of which contribute to their well-being as members of their 

organization(Zheng et al., 2015). 

Previous studies have shown that both internal and external factors influence employee 

well-being. The internal factors affecting employee well-being include gratitude (Badri et 

al., 2022; Firdiansyah et al., 2023; Zhao et al., 2023), resilience (Calvo et al., 2022; Siswanto 

& Mangundjaya, 2024;Wut et al., 2022), self-efficacy (Dinarwati & Purba, 2023;Straus et 

al., 2023; Yan et al., 2020), self-esteem (Dose et al., 2023; Vanisri & Chandrapadhy, 2023; 

Zhang et al., 2021), and spirituality (Fitria & Suryani, 2023; Hassan et al., 2022; Salem et 

al., 2023). The external factors influencing employee well-being include job satisfaction 

(Abdullah et al., 2021; Hayat & Afshari, 2022), leadership (Bashir & Hussain, 2023; Koon 

& Ho, 2021; Satryo et al., 2023), organizational justice (Ali et al., 2023; Fransiska et al., 

2023;Septyarini & Pratiwi, 2020), organizational support (Hong et al., 2024;Mihalache & 

Mihalache, 2022; Sefnedi et al., 2023), work-life balance (Kurnia & Widigdo, 2021; 

Nabawanuka & Ekmekcioglu, 2022; Stankevičienė et al., 2021; Wong et al., 2021), work 

feedback (Johari et al., 2019;Tian et al., 2021),  workplace bullying (Farley et al., 

2023;Mehmood et al., 2024;   Hayat & Afshari, 2021), work-related conflict  (Huo & Jiang, 

2023; Kuriakose et al., 2020; Putri & Etikariena, 2020), and work stress (Desiana et al., 

2024; Schmidt et al., 2019; Sindu Bharathi & Sujatha, 2024). According to the conceptual 

framework developed by Mazzetti et al. (2023), employee’s well-being can be influenced by 

several variables, including 1) personal resources, such as self-efficacy, optimism, resilience, 

and proactivity; 2) development resources, such as feedback and development opportunities 

for employees; 3) work resources, such as job control, task variety, and integration of 

employee resources; 4) social resources include coworker support, supervisor support, work 

teams, role clarity, and integration of social resources; 5) the type of leadership exhibited by 

the employee’s supervisor. 

Gratitude is one of the internal factors that impact employee well-being. Previous 

studies have reported that employee gratitude positively influences well-being (Badri et al., 

2022; Firdiansyah et al., 2023; Utomo & Widyastuti, 2023; Zhao et al., 2023). Badri et al., 

(2022) conducted a study on 272 millennial employees working in the service industry in 

Malaysia, finding that gratitude and workplace friendships enhance the well-being of 

millennial employees. Firdiansyah et al., (2023) researched 68 production employees at a 

company in East Java, finding that gratitude is a positive predictor of employee well-being. 

Utomo and Widyastuti (2023) reported a study involving 118 employees, which found a 

significant positive relationship between gratitude and employee well-being. Zhao et al., 

(2023) reported a study on 300 employees of a biomedical company in Northeast China, 

finding that dispositional gratitude was positively related to employee well-being, mediated 

by leader-member exchange and coworker exchange. 

Gratitude, in this context, originated from the concept of syukur, which is the way 

humans express appreciation for Allah’s blessings or contentment with the gifts from Allah 

(Rusdi, 2016). It serves as a foundation for virtuous behavior through words and actions 

(Rusdi et al., 2021). Therefore, in this study, gratitude is understood as an employee’s 

positive attitude in expressing Allah’s blessings, which underlies virtuous behavior through 

words and deeds. According to Rusdi et al., (2021), there are two main aspects of employee 



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gratitude, firstly, intrinsic gratitude, which arises from the employee’s understanding that all 

blessings and goodness received come from Allah. Employees recognize that every gift they 

receive is a blessing from Allah. Intrinsic gratitude involves a sense of appreciation, 

pleasure, and satisfaction that employees feel through their knowledge and heart, accepting 

and enjoying the blessings given by Allah. Secondly, extrinsic gratitude, which is expressed 

verbally by acknowledging the blessings provided by Allah through the use of phrases such 

as “Alhamdullillah” and by living a life that adheres to Allah’s commands and avoids His 

prohibitions. Extrinsic gratitude is expressed through words and actions, not only by 

expressing thanks to Allah and offering gratitude to others but also by engaging in both ritual 

and social acts of worship as expressions of that gratitude (Rusdi et al., 2021). 

Leadership is one of the external factors that influence employee well-being(Bashir & 

Hussain, 2023;Septyarini & Pratiwi, 2020). Types of leadership reported to have an impact 

on employee well-being include authentic leadership (Koon & Ho, 2021), ethical leadership 

(Sarwar et al., 2020), leader-member exchange (Zhao et al., 2023), servant leadership 

(Syahda & Handoyo, 2022), and transformational leadership (Samad et al., 2022; 

Firdiansyah et al., 2023; Satryo et al., 2023). Research on the role of prophetic leadership in 

employee well-being remains limited. In this study, prophetic leadership refers to employees' 

perception of their supervisors as leaders who sincerely control themselves and influence 

others to achieve goals by emulating the prophets' mindset, attitudes, and behaviors, as 

exemplified by the Prophet Muhammad (PBUH). Prophetic leadership is a concept within 

the study of authentic leadership from the perspective of Islamic psychology, particularly in 

the context of Industrial and Organizational Psychology, which emphasizes that every 

individual is a leader who will be held accountable for their leadership (Budiharto, 2021). 

Prophetic leadership comprises four interrelated aspects: 1) Sidik: employees perceive their 

leader as honest with Allah, themselves, and the universe, adhering to their conscience and 

truth in understanding problems and making decisions; 2) Amanah: employees perceive their 

leaders as loyal to Allah, His Messenger, and their conscience, acting justly and thus being 

trustworthy; 3) Tablig: employees perceive their leader as open to ideas and feedback from 

others and communicating assertively and empathetically; 4) Fatanah: employees perceive 

their leader as intelligent due to their piety towards Allah, making them a part of the solution 

to problems (a problem solver) rather than a part of the problem (a troublemaker) (Budiharto, 

2021). 

Employees’ perceptions of their supervisor’s prophetic leadership had been reported 

to have positive role on employee well-being, as evidenced by Sari and Shohib (2023) 

involving hospital managers and staff. Leaders perceived by employees as practicing 

prophetic leadership create an inner experience that makes employees feel comfortable and 

at ease, allowing them to focus better on their tasks to achieve targets and goals. Problems 

are handled wisely, leading to increased job satisfaction and employee well-being. 

Employees’ perceptions of their supervisor’s leadership positively impact their 

gratitude (Baykal et al., 2018; Xia et al., 2024; Zheng & Wang, 2024). A study by Baykal et 

al., (2018) involving 527 employees in Marmara, Turkey, found that employees’ perceptions 

of their supervisor’s leadership had a positive role on empowerment and gratitude, which in 

turn affected their innovation and performance within the organization. Xia et al., (2024) 

researched 270 small and medium-sized enterprises employees from various provinces in 

China, finding that the perceptions of supervisors' inclusive leadership could enhance 

employees' gratitude, increasing their proactive behavior. Zheng & Wang (2024) researched 

678 university students in Zhejiang Province, China, and found that perceived positive 

teacher leadership predicted their gratitude, which in turn improved subjective well-being 

and academic performance.  Currently, there is no specific research reporting on the role of 



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Budiharto & Pratiwi (Prophetic leadership and employee well-being: Gratitude as a mediator)  

prophetic leadership in employee gratitude, making this a necessary area of study. Figure 1 

presents the theoretical framework of this research. 

Based on the theoretical framework shown in Figure 1, the following hypotheses were 

proposed: (a) H1: Prophetic Leadership was positively associated with employee gratitude; 

(b) H2: Gratitude was positively associated with employee wellbeing; (c) H3: Prophetic 

Leadership was positively associated with employee wellbeing; (d) H4: Gratitude mediated 

the relationship between Prophetic Leadership and employee wellbeing. 
Figure 1 
The theoretical framework of the research 

 

Method 

Participants  

The participants in this study were 146 employees (118 males and 28 females; M = 32.9; SD 

= 8.38) of a Baitul Maal wat Tamwil (BMT) organization headquartered in the Special 

Region of Yogyakarta.  BMT is a microfinance institution functioning as a vital financial 

intermediary for underserved communities, particularly in Indonesia, that provides 

accessible financial services to economically disadvantaged groups, thereby fostering 

economic development and improving social welfare.  

Instruments  

The study employed a quantitative research design using a cross-sectional survey method. 

Psychological scale were distributed to participants to collect data.   

Employee Wellbeing 

Conceptually, employee well-being in this study referred to the framework proposed by 

Zheng et al., (2015), which included three aspects: workplace well-being (e.g.,” I am 

satisfied with my work responsibilities”), life well-being (e.g.,” I feel satisfied with my 

life”), and psychological well-being (e.g., “I feel I have grown as a person”). Operationally, 

employee well-being was measured by the scores obtained from the Employee Well-Being 

Scale (EWBS), which had been adapted into Indonesian by Rahmi et al., (2021). High scores 

indicated greater employee well-being, and lower scores indicated lesser well-being. The 

Indonesian version of the EWBS consisted of 18 items with response options ranging from 

“strongly disagree” (1) to “strongly agree” (7), with a reliability coefficient (Cronbach’s 

alpha) of 0.94. In this study, the EWBS has Cronbach’s Alpha reliability coefficient of 0.93. 

Gratitude 

Gratitude was conceptually defined as the employees’ understanding and acceptance of 

Allah’s blessings, encompassing two aspects: intrinsic (e.g., “I can be satisfied with a little 



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Budiharto & Pratiwi (Prophetic leadership and employee well-being: Gratitude as a mediator)  

pleasure”) and extrinsic gratitude (e.g., “I pray for others who have given me benefits and 

convenience”). Operationally, gratitude was measured using the Islamic Gratitude Scale 

(IGS-10) developed by Rusdi et al., (2021). Higher scores indicated greater levels of 

gratitude among employees, while lower scores indicated less gratitude. The IGS-10 

consisted of 10 items with response options ranging from “strongly disagree” (1) to “strongly 

agree” (6), with a reliability coefficient (Cronbach’s alpha) of 0.86. In this study, the IGS-

10 has a Cronbach's Alpha reliability coefficient of 0.87. 

Prophetic Leadership 

Prophetic leadership was conceptually defined as the employees’ perceptions of their 

supervisors’ ability to control themselves and influence others sincerely to achieve 

organizational goals by emulating the prophets' mindset, attitudes, and behaviors (Budiharto, 

2021). Operationally, prophetic leadership was measured by participants’ responses to a 

modified version of the Prophetic Leadership Scale (PLS), originally developed by 

Budiharto and  Himam (2006). Higher scores indicated stronger prophetic leadership, and 

lower scores indicated weaker leadership. The PLS consisted of four aspects: sidik 

(conscience-centered), amanah (trustworthy and highly committed), tablig (communication 

skills), and fatanah (problem solver) which included 24 items (e.g., “My leader is honest in 

his work”). The response options range from “never” (0) to “always” (6), with a reliability 

coefficient (Cronbach’s alpha) of 0.96. In this study, the Prophetic Leadership Scale has a 

Cronbach's Alpha reliability coefficient also 0.96. 

Procedures  

This study received ethical approval from the Research Ethics Committee of the Faculty of 

Psychology and Socio-Cultural Sciences at Universitas Islam Indonesia with number 

474/DEK/70/DURT/II/2024.  Data was collected online, with participants invited to join 

through the Zoom platform. Participants were provided with an explanation of the research 

objectives, the potential benefits of the research for both the participants and the 

organization, and the nature of their involvement in the study. Participants were given the 

option to either consent to or decline participation. Those who agreed to participate 

proceeded to complete the research scales, while those who declined could choose whether 

to complete the scales. Data analysis was conducted only on the responses of participants 

who consented to participate in this study. 

Data Analysis 

The statistical analysis technique used in this study was mediation analysis and regression 

analysis by Jamovi. version 2.3 (The Jamovi Project, 2022). The basis of mediation analysis 

is regression analysis, so the normality test used is the residual data of each path rather than 

the variables (Li et al., 2023). Based on the Kolmogorov-Smirnov standard, on path a 

(prophetic leadership & gratitude: p = 0.28), path b (gratitude & employee well-being: p = 

0.87), and path c (prophetic leadership & employee well-being: p = 0.39), the data are 

normally distributed. 

Results 

As shown in Table 1, the means, standard deviations, and correlations between variables 

revealed that the correlation coefficients between prophetic leadership (sidik, amanah, 

tablig, and fatanah), gratitude (extrinsic and intrinsic), and employee well-being (life well-



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being, workplace well-being, and psychological well-being) were significant. However, the 

correlation between gratitude and employee well-being was found to be stronger than the 

correlation between prophetic leadership and employee well-being. There were no 

significant correlations between prophetic leadership (sidik, amanah, tablig, and fatanah) 

and life well-being. 

 

Table 1  

Means, standard deviations, and correlations between variables 
 Mean   SD EWB LWB WWB PWB Gratitude Extrinsic Intrinsic PL Sidik Amanah Tabling Fatanah 

EWB 5.64 0.69 (0.93)           

LWB 5.51 0.86 0.91 *** (0.86)          

WWB 5.71 0.77 0.92 *** 0.74 *** (0.88)         

PWB 5.71 0.67 0.88 *** 0.68 *** 0.75 *** (0.82)        

Gratitude 5.39 0.45 0.56 *** 0.53 *** 0.44 *** 0.56 *** (0.87)       

Extrinsic 5.52 0.45 0.46 *** 0.37 *** 0.38 *** 0.51 *** 0.93 *** (0.88)      

Intrinsic 5.08 0.66 0.55 *** 0.61 *** 0.41 *** 0.47 *** 0.81 *** 0.53 *** (0.77)     

PL 5.05 0.85 0.21 * 0.13 0.26 ** 0.19 * 0.27 *** 0.26 ** 0.22 ** (0.96)    

Sidik 5.18 0.84 0.20 * 0.11 0.24 ** 0.21 * 0.29 *** 0.29 *** 0.19 * 0.89 *** (0.82)   

Amanah 5.18 0.91 0.19 * 0.11 0.26 ** 0.16 0.22 ** 0.22 ** 0.16 0.937 *** 0.87 *** (0.86)  

Tablig 4.98 0.99 0.21 * 0.15 0.26 ** 0.17 * 0.27 *** 0.25 ** 0.22 ** 0.89 *** 0.69 *** 0.76 *** (0.87) 

Fatanah 4.87 0.98 0.17 * 0.10 0.20 * 0.15 0.22 ** 0.18 * 0.22 ** 0.93 *** 0.76 *** 0.80 *** 0.81 ***   (0.85) 

Note. * p < .05, ** p < .01, *** p < .001, EWB: Employee Well-Being, LWB: Life Well-Being, 

WWB: Workplace Well-Being, PWB: Psychological Well-Being, PL: Prophetic Leadership, (…) : 

Cronbach’s alpha 

 

As shown in Table 2: (a) Prophetic leadership positively influences employee gratitude 

(Estimate = 0.14; p < 0.001; H1 is supported); (b). Gratitude positively influences employee 

well-being (Estimate = 0.84; p<0.001; H2 is supported); and (c) Prophetic leadership does 

not have a significant direct impact on employee well-being (Estimate = 0.05; p = 0.382; H3 

is rejected). These findings indicate that employees’ positive perceptions of their 

supervisor’s prophetic leadership significantly enhance their gratitude. The more positive 

perception of prophetic leadership, the more likely it is to predict an increase in gratitude. 

Additionally, gratitude positively enhances employee well-being; the more grateful 

employees feel, the greater their well-being. Conversely, lower levels of gratitude are 

associated with decreased well-being. This study also indicates that employees’ perceptions 

of their supervisor’s prophetic leadership do not directly influence their well-being. In other 

words, employee well-being is not determined by their perception of prophetic leadership 

alone but is mediated by gratitude. 

 

Table 2 

Path Estimates 
 Label Estimate SE Z p 

Prophetic leadership Gratitude               a 0.14 0.04 3.41 < 0.001 

Gratitude Employee well-being b 0.84 0.11 7.66 < 0.001 

Prophetic leadership Employee well-being c 0.05 0.06 0.87 0.38 

 

Table 3 further reveals that gratitude acts as a mediator in the relationship between 

prophetic leadership and employee well-being (Indirect Estimate = 0.12; p<0.001), 

confirming Hypothesis 4. The mediating role of gratitude is a full mediator, meaning that 

employees who have a positive perception of their supervisor’s prophetic leadership feel 



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Budiharto & Pratiwi (Prophetic leadership and employee well-being: Gratitude as a mediator)  

more grateful, and this gratitude positively contributes to their well-being as members of the 

organization. 

 

Table 3 

Mediation Analysis 
95% Confidence Interval 

Effect Label Estimate SE Lower Upper Z p % mediation 

Indirect a x b 0.12 0.04 0.04 0.19 3.12 0.00 70.4 

Direct c 0.05 0.06 0.06 0.16 0.88 0.38 29.6 

Total c + a x b 0.17 0.07 0.04 0.30 2.59 0.01 100. 0 

  

Further analysis, as shown in Table 4, reveals that among the four aspects of prophetic 

leadership, only the aspect of Sidik (conscience-centered) predicts gratitude (Estimate = 

0.22; t = 2.39; p<0.05). This implies that employees’ perceptions of their supervisors' 

honesty positively contribute to their level of Islamic gratitude.  

 

Table 4 

Model Coefficients - Gratitude 
Predictor Estimate SE t p 

Intercept 4.53 0.23 19.83 < 0.001 

Sidik 0.22 0.09 2.39 0.02 

Amanah -0.13 0.09 -1.37 0.17 

Tablig 0.12 0.07 1.89 0.06 

Fatanah -0.04 0.07 -0.59 0.56 

 

As indicated in Table 5, both intrinsic (estimate = 0.45; t = 5.42; p<0.001) and extrinsic 

aspects (Estimate = 0.35; t = 2.83; p<0.01) of gratitude significantly predict employee well-

being. This indicates that employees who feel more intrinsically and extrinsically grateful 

contribute positively to enhancing their well-being. 

 

Table 5 

Model Coefficients – Employee Well-being 
Predictor Estimate SE t p 

Intercept 1.39 0.59 2.37 0.019 

Extrinsic 0.35 0.12 2.83 0.005 

Intrinsic 0.45 0.08 5.42 < 0.001 

Discussion  

The findings show that prophetic leadership can be a positive predictor of employee 

gratitude. Employees who have a positive perception of their supervisor's prophetic 

leadership feel more grateful. This finding strengthens the research conducted by Baykal et 

al., (2018) in Turkey, and  Xia et al., (2024) in China which found that employees' 

perceptions of their superiors' leadership had a positive effect on increasing their sense of 

gratitude. It was also found that gratitude plays a positive role in employee well-being. This 

finding aligns with the research by Badri et al. (2022) in Malaysia, Firdiansyah et al. (2023),  

Utomo and Widyastuti (2023) in Indonesia, and Zhao et al. (2023) in China which reported 

that gratitude positively influences employee well-being. The study also revealed that 

prophetic leadership does not significantly impact employee well-being. This result contrasts 

with the findings of Sari and Shohib (2023), who reported that perceptions of supervisors’ 



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prophetic leadership positively influence Islamic job satisfaction, a component of employee 

well-being. 

The findings also show that gratitude fully mediates the relationship between prophetic 

leadership and employee well-being. Employees with a positive perception of their leader’s 

prophetic leadership feel more grateful, which increases their well-being as members of the 

organization. This finding aligns with the research by Zheng & Wang (2024) which reported 

that gratitude mediates the relationship between leadership and well-being.  This study 

contributes new insights by positioning gratitude as a full mediator in the relationship 

between prophetic leadership and employee well-being.  

The findings reveal that employees’ perceptions of prophetic leadership do not directly 

enhance their well-being; rather, this effect occurs through increased gratitude. These results 

diverge from prior research that primarily emphasizes the direct effects of various leadership 

styles on employee well-being such as authentic leadership (Koon & Ho, 2021), ethical 

leadership (Sarwar et al., 2020), leader-member exchange (Zhao et al., 2023), and 

transformational leadership (Samad et al., 2022). Within the context of Islamic financial 

institutions, this study is distinctive as it applies an Islamic psychology approach that links 

the values of prophetic leadership with employee well-being. This approach provides a fresh 

perspective on managerial practices aligned with Islamic values, offering meaningful 

implications for organizations within this sector.  

This study addresses the importance of understanding the psychological life of 

employees in Islamic financial institutions through the lens of Islamic psychology, 

particularly regarding employee well-being. In this context, prophetic leadership emerges as 

a significant topic due to its emphasis on integrity, honesty, and exemplary conduct aligned 

with Islamic values.  The influence of prophetic leadership on employee well-being is 

examined through the mediating role of gratitude. Gratitude is seen as crucial in fostering 

psychological well-being, ultimately enhancing performance (Zheng & Wang, 2024) and 

commitment to the organization (Zhao et al., 2023). This study underscores that, within 

Islamic financial organizations, a deep understanding of employees' psychological dynamics 

can support a more harmonious and productive work environment. 

These findings imply the importance of organizations enhancing employee well-being 

by fostering both intrinsic and extrinsic gratitude. Intrinsic gratitude can be strengthened by 

encouraging employees to express gratitude for both painful and pleasant experiences, 

recognizing that all occurrences happen by the will of Allah (Rusdi et al., 2021). Employees 

tend to find it easier to be grateful for positive or desired outcomes but are less accustomed 

to expressing gratitude or patience for less pleasant or undesired outcomes. However, both 

pleasant and unpleasant experiences are ultimately blessings and tests from Allah. Pleasant 

experiences are blessings and tests of gratitude, while unpleasant experiences are also 

blessings and tests of patience (Budiharto, 2021). Extrinsic gratitude can be enhanced by 

frequently expressing thanks to Allah, engaging in ritual worship with sincerity, and 

expressing gratitude to others through social acts of kindness, such as helping others and 

other creatures, as an expression of gratitude to Allah (Rusdi et al., 2021). 

The findings also suggest that organizations should focus on enhancing employee 

gratitude by developing the prophetic leadership capacities of their leaders. This can be 

achieved by cultivating the qualities of sidik, amanah, tablig, and fatanah. Developing sidik 

involves fostering gratitude for outcomes that align with the leader's expectations and 

strengthening patience for outcomes that do not. Amanah can be enhanced by reinforcing 

leaders' sincerity in exhibiting positive behavior aligned with work ethics and organizational 

goals and by promoting repentance for negative behavior that contradicts these standards. 

The development of tablig can be achieved by encouraging assertive and empathetic 



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communication among leaders while reducing passive, aggressive, or passive-aggressive 

communication styles. Finally, fatanah can be cultivated by encouraging leaders to practice 

and become accustomed to being part of the solution (problem solver) rather than part of the 

problem (troublemaker) (Budiharto, 2021). 

This study has limitations including the homogeneity of the samples that were 

recruited from a single organisation, which limits the generalizability of the results. Future 

research should evaluate a broader range of samples, including employees from non-

financial organisations, or government and non-government organisations. Secondly, the 

current sample also contained a disproportionate number of males compared to females, 

which may potentially lead to bias. Future research may confirm the identified relationships 

using a sample that more accurately reflects the gender distribution in the population. 

Finally, this study was cross-sectional, the direction of causality cannot be confirmed. Future 

research should examine the model over time to investigate reciprocal causation, wherein 

prophetic leadership fosters gratitude, subsequently enhancing wellbeing, as well as reverse 

causation, where wellbeing promotes gratitude, which in turn encourages prophetic 

leadership. Future research should investigate conditional variables or moderators, that may 

affect the strength of the relationships between leadership, gratitude, and well-being. 

Conclusion 

This study demonstrated that gratitude fully mediates the relationship between prophetic 

leadership and employee well-being. Thus, prophetic leadership positively influences 

employee gratitude, which in turn, positively affects employee well-being. These findings 

highlight the importance of organizations enhancing employee well-being by promoting 

employee gratitude and improving their leaders' prophetic leadership capacities. 

Organizational leaders and management are urged to develop and implement intervention 

programs emphasizing gratitude and prophetic leadership, given their proven effectiveness 

in enhancing employee well-being. Similarly, employees are encouraged to nurture and 

strengthen both intrinsic and extrinsic gratitude in their professional and personal lives, as 

these practices play a vital role in fostering overall well-being.  

Declarations  

Author contribution. The first author contributed to designing the research design, 
analyzing data, writing, revising, and finalising the manuscript. The second author 
contributed to preparing the measurement tools and collecting research data. 
Funding statement. We want to express our gratitude to the Department of Psychology, 
Faculty of Psychology and Social-Cultural Sciences, Universitas Islam Indonesia, for 
providing departmental grant funding for this research. 
Conflict of interest. The authors declare no conflict of interest which can influence this study. 
Additional information. No additional information is available for this paper. 
 

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