<![CDATA[This study aims to develop and test the Dynamic Employee Resilience Model by analyzing the influence of Human-Centered Leadership (HCL) and Learning-Oriented Culture (LOC) on Employee Resilience (ER) through the mediating role of Employee Well-Being (WB) and Psychological Empowerment (PE). The research uses a quantitative approach with a survey method and is analyzed using Structural Equation Modeling (SEM-AMOS). The results of direct relationship testing showed that HCL had a positive and significant effect on WB, PE, and ER. LOC has a significant positive effect on WB, but has a significant negative effect on PE and does not have a direct effect on ER. Furthermore, WB has been shown to have a positive and significant effect on ER, while PE shows a significant negative effect on ER. These findings indicate that employee well-being is a key determinant in building psychological resilience, while psychological empowerment that is not balanced by emotional support can reduce resilience. Indirect influence analysis showed that WB acts as a consistent positive mediator in the relationship between HCL and LOC to ER. On the other hand, PE acts as a negative mediator, which indicates the existence of the phenomenon of empowerment fatigue when the demands for autonomy and responsibility increase without adequate welfare support. The results of total influence confirmed that both HCL and LOC continued to make a positive contribution to overall ER, with WB being the most dominant and stable mediation pathway. Theoretically, this research contributes by offering a dynamic and integrative model of employee resilience, which combines humanistic leadership, learning culture, well-being, and psychological empowerment in a single systemic framework.]]>
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