Memaknai Otonomi Dunia Pekerjaan : Studi Fenomenologi Pengalaman Kerja Gen Z dalam Lingkungan Conscious Unbossing

Abstract

The transformation of the contemporary workplace and the entry of Generation Z into the workforce have shifted the paradigm of hierarchical leadership toward a more decentralized and trust-based model. The concept of conscious unbossing emerged in response to organizational burnout, offering a leadership approach that consciously distributes authority and facilitates autonomy. However, understanding of how Gen Z workers subjectively experience and interpret autonomy in this environment remains limited. This study aims to explore the essence of Gen Z workers' lived experiences in the context of conscious unbossing. Using a qualitative approach with an interpretive phenomenological design, the analysis follows van Manen's phenomenological steps. The results reveal four essential themes: (1) autonomy as a space of freedom accompanied by anxiety about responsibility, (2) intentional trust as a substitute for hierarchical supervision, (3) navigating ambiguity through the creation of self-contained structures, and (4) a shift in motivation from instructional obedience to collective accountability. The findings indicate that autonomy in conscious unbossing is dialectical and requires a psychological foundation and clarity of expectations. This study concludes that the experience of autonomy is a dynamic process of meaning-making that relies on psychological safety and a culture of continuous feedback. The practical implication is that organizations need to shift their focus from simply relinquishing control to providing facilitative support, and integrate self-leadership training and metacognition into the development of young talent. This study enriches contemporary leadership literature through a phenomenological lens and offers an operational framework for the adaptive and sustainable implementation of conscious unbossing.