<![CDATA[Purpose – Drawing on contemporary perspectives on leadership and employee well-being, this study explores how Leadership Psychology (LP) and Wellbeing Leadership (WL) relate to employee Burnout (BO) and Work Productivity (WP), while examining whether VUCA Prime (VP) moderates these relationships. Evidence is drawn from employees across the manufacturing, fashion, logistics, and private higher education sectors in Yogyakarta. Design/methodology/approach – This was a quantitative cross-sectional research that analysed survey answers from 133 permanent workers recruited via selective sampling. After administering a standardised questionnaire, the data was analysed using PLS-SEM in SmartPLS 4. The moderating impact of VUCA Prime was evaluated twice, and its direct effect was studied independently for robustness. Finding/Results – Leadership Psychology and Wellbeing Leadership were associated with lower burnout and higher work productivity (LP: β = −0.422, p = 0.003; β = 0.452, p = 0.005; WL: β = −0.354, p = 0.001; β = 0.378, p = 0.002), while burnout was negatively related to work productivity (β = −0.450, p < 0.001). VUCA Prime strengthened the leadership–outcome relationships but had no significant direct effects on burnout or work productivity. The model explained 59.4% and 66.2% of the variance in burnout and work productivity, respectively, with Q²predict indicating adequate predictive relevance of the model. Originality/Value – The findings extend JD–R Theory by positioning VUCA Prime as a pure moderator that strengthens leadership effects without directly influencing burnout or work productivity, highlighting organizational adaptability as an important driver of leadership effectiveness in dynamic work settings.]]>
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