<![CDATA[The dominance of Generation Z in Batam’s industrial sector demands human resource strategies focused on retention and adaptability, unlike conventional hierarchical styles, Gen Z is more responsive to value-based leadership that fosters meaningfulness of work. This study analyzes the influence of authentic and ethical leadership on adaptive performance and turnover intention among Gen Z employees, with meaningfulness of work as a mediating variable. Its novelty lies in integrating these two value-based leadership styles with work meaningfulness, adaptive performance, and turnover intention into a single model within Batam's industrial context. Using a quantitative approach, survey data was collected from 210 Gen Z employees and analyzed using SmartPLS 3.0 structural equation modeling. The results show that neither authentic nor ethical leadership has a direct effect on adaptive performance or turnover intention. Instead, both leadership styles work indirectly by strengthening employees’ sense of meaningful work, which in turn improves their adaptability and lowers their intention to leave. Therefore, companies need leaders who help Gen Z employees see the value of their work, supported by work systems that sustain this meaning, in order to improve adaptability and retention.]]>
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