How does Spiritual Leadership Influences Employee WellBeing? Findings from PLS-SEM and FsQCA

This study aims to examine the relationship between spiritual leadership, affective commitment, work engagement, and employee well-being. In this test, the hypotheses of 356 public sector employees through Partial Least Squares-Structural Equation Modeling (PLS-SEM) and fuzzy set Qualitative Comparative Analysis (fsQCA). PLS-SEM results show that spiritual leadership affects affective commitment, work engagement, and employee well-being and shows that affective commitment and work engagement have different effects because of parallel mediation with spiritual leadership in improving employee well-being. The results of the FsQCA provide theoretical insights and practical recommendations on how to improve understanding of spiritual leadership, affective commitment, work engagement, and employee well-being. This research has implications for policymakers, especially in the public sector, to support and develop spiritual practices that can help employees improve employee well-being through affective commitment and work engagement. In addition, this research can help organizations improve the performance of individuals in organizations, especially public organizations, to make positive contributions to society at large.

towards serving followers' spirituality, including the professional needs. A positive attitude is associated with vision, and hope plays a significant role in helping an organization achieve its goals, while altruistic love encourages employees to strive for true happiness [8].
Devendhiran and Wesley [9] found that spiritual values have received increasing attention as a component that can increase organizational commitment, engagement, and employee performance within an organization or company. This is indicated by an increase in employee well-being and requires a spiritual leadership model [10], which has a favorable effect on a variety of results, including organizational commitment [11]. Accepting the employee's spiritual needs will encourage individuals to discover the value or significance of their career. Once they do, that person will demonstrate a unique role in their work [9]. Macey and Schneider [12] show that the development of behavioral engagement is preceded by an expansion of the psychological state of involvement and followed by a change in employee roles. To achieve this goal, spiritual leadership requires a platform to align individual interests and needs with organizational conditions. A conducive work environment will increase employee engagement and commitment as well as employee well-being, which is the most important part of the organization. In the workplace, it refers to the physical, organizational, and sociopsychological aspects that contribute to the achievement of goals and the employee's well-being [13].
In today's organizations, there is increased demand for better well-being, which is manifested in leadership constructs. These constructs are multi-dimensional, value-based, and incorporate organizational culture and climate that utilize collective social influences to engage all and capture deeper dimensions of human experience [14]. A high-level construct of spiritual leadership is related to employees' spiritual well-being, with promising findings [15], and the spiritual leadership model impacts employees' attitudes and performance [16,17]. Therefore, this study uses affective commitment and work engagement as a dual mediation parallel between spiritual leadership and employee well-being in organizations. A majority of the studies conducted on spiritual leadership publications have been conducted in private organizations [18,19]. Public sector organizations might find this topic interesting in two ways [20]. The first way reason is that those public sectors that use a spiritual leadership approach can show their commitment to their employees' wellbeing and contribution to society. The second reason way is that public sector leaders are often considered incompetent at motivating staff to achieve better results. Leaders need to conduct themselves in a spirit of inspiration, even though it is done in another way, to encourage people in the workplace. There has been little research related to the relationship between spiritual leadership, affective commitment, work engagement, and employee well-being in public sector organizations, particularly in developing countries like Indonesia.
The findings of this study make a specific vital contribution:  The research identifies that affective commitment and work engagement as multiple mediations link spiritual leadership and employee well-being.
 This research describes the relationship between affective commitment and work engagement as a dual mediation on spiritual leadership and employee well-being by using a combination of analysis techniques, such as structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (FsQCA). This study contributes to both theoretical development and practical implications by providing different causal conditions for spiritual leadership and employee well-being using FsQCA configuration analysis.
The following article consists of five sections. In the first section, we discuss the introduction, and then in the second one, we review the theory and develop hypotheses. The third section discusses the research methodology. The fourth section four outlines the results from PLS-SEM and FsQCA and discusses the results of testing the hypothesis from PLS-SEM and FsQCA. And in the final section of the paper, the researcher presents conclusions, recommendations, limitations, and future directions.

2-1-Spiritual Leadership and Employee Well-Being
Spiritual leadership is essential in cultivating a culture that values the spiritual well-being of its followers ( Figure 1). Care, concern and respect create a strong relationship between leaders and employees through spiritual leadership [21]. Spiritual activities and goals are closely related to the leader's efficacy in encouraging followers, creating a favourable working atmosphere, increasing trust, and creating positive relationships between employees and leaders to achieve organizational goals [22]. Spirituality emphasizes compassion, humanity, toughness, openness, compassion, true happiness, self-responsibility, and peaceful coexistence on morale and the well-being of employees [23]. Well-being at work is a synthesis of employees' work-life's physical, psychological, social, and interpersonal components [24]. This study shows employees' well-being through relationship based on trust, recognition, and a continuous flow of feedback between leader and follower [25]. Evaluating an important organisational performance factor, such as employee wellbeing, seems reasonable given the potential impact on an organization's bottom line. Therefore, it has proposed: H1: Spiritual leadership positively influences employee well-being.

2-2-Spiritual Leadership and Affective Commitment
According to Fry (2003) study, through social engagement and membership, a person can sense that they are understood and valued [15]. Membership demonstrates that the organization values and appreciates its members; as a result, employees become committed members of the organization. Employees in the organization place a high value on their affiliations and their belief that they are part of interdependent whole [15,26]. Studies have found that aligning individual and corporate values is a key factor for workplace spirituality (and hence spiritual leadership) and lays the groundwork for a feeling of purpose and belonging through meaningful work [27]. Membership is a sense of belonging to the community experienced through a social network and at a specific place and time [15]. Where spiritual leadership" is a set of moral and ethical values that lead to the psychological well-being of leaders and subordinates so that both can contribute to productivity and organizational commitment [28]. It's indicated by the presence of spirituality in the workplace and spiritual survival integrated with spiritual leadership based on intrinsic motivations (vision, hope/faith, compassionate love). Employees who experience these intrinsic motivations will strengthen their sense of belonging and, eventually, develop a commitment to their employers [15]. Therefore, it has proposed: H2: Spiritual leadership positively influences affective commitment.

2-3-Spiritual Leadership and Work Engagement
Employees typically spend much time at work and face considerable work obstacles in contemporary culture. A pleasant and rewarding work environment should characterize a work engagement, reflecting the workplace values of vitality, dedication, and involvement in the activity [29]. Spiritual leadership, in general, might be defined as a process that inherently inspires followers with a vision of service to others through selfless love through the establishment of hope/faith [30]. Additionally, spiritual leaders have high regard for their subordinates, encouraging them to accomplish their assigned tasks. In other words, spiritual leaders may foster a helpful and pleasant climate, thereby assisting their staff in achieving professional success. In previous research, spiritual leadership has been linked to increased unit productivity [30] and staff task performance [31]. Therefore, it has proposed: H3: Spiritual leadership positively influences work engagement.

2-4-Affective Commitment and Employee Well-Being
"Affective Commitment" is the results of emotional bonds which result in employee involvement in the business and the organization where they work [32,33]. Today, "well-being" refers to physical health and psychological well-being [34]. According to de Klerk [35], "a sense of significance should directly relate to the well-being of employees in the workforce." According to the evidence, job satisfaction is highly and persistently associated with subjective well-being [36]. Previously, research has shown that this triadic reciprocal model helps to explain employees' behaviour in diverse work environments [37]. Environmental factors (e.g., workplace well-being) have been suggested to influence individual characteristics. Thus, it has proposed: H4: Affective commitment positively influences employee well-being.

2-5-Work Engagement and Employee Well-Being
Work engagement comes from burnout studies, covering the full spectrum of employee well-being, from employee distress to employee well-being [38]. Saks [39] embraced Kahn [40] idea of role-related work engagement, in which an employee is psychologically "present" in a specific organizational function. Additionally, he argued that "the two primary functions for most organizational members are their work role and position as organizational members" (p. 604).
As a result, he claimed that organizational and work engagement might be differentiated. Thus, workplace well-being is a synthesis of employees' work lives' physical, psychological, social, and interpersonal aspects [24]. Well-being in the workplace goes beyond the physical environment where a person works. It also involves their relationships with coworkers, supervisors, and even clients. Organizations that have employees with psychological well-being and job satisfaction are shown by work engagement in work that can build sustainable benefits for the organization and its employees [41].Shuck [42] demonstrated a robust relationship between psychological workplace atmosphere and engagement and discretionary effort. Thus, it has proposed: H5: Work engagement positively influences employee well-being.

2-6-Spiritual Leadership, Affective Commitment, and Employee Well-Being
Fry et al. [34] defined spiritual leadership as "the practice of leading one self and others in such a way as to experience spiritual well-being through calling and membership." According to Fry et al. [43], spiritual leadership predicts employee dedication, well-being on the mental and spiritual front, and good human health. Therefore, spiritual leadership is considered a process [15], involving intrinsic drivers of motivation and values aligned with organizational values among leaders, followers, and coworkers [44]. In Fry's model, this interaction is referred to as altruistic love, hope/faith, and vision [15]. Therefore, participatory spiritual leadership promotes spiritual well-being among participants, as purpose and membership affect organizational and individual performance. We anticipate that spiritual leaders will positively impact employees' affective commitment as a form of leadership. Studies on the subject of spiritual leaders have shown that spiritual leadership behavior influences their employees' affective commitment [23]. Hence, it has proposed:

2-7-Spiritual Leadership, Work Engagement, and Employee Well-Being
Leadership influences employee behavior by influencing their views toward the workplace, such as contentment, dedication, well-being, and utilizing performance-related, motivating structures associated with engagement in the workplace [45]. The theory of spiritual leadership is built on an underlying paradigm that includes vision, hope, faith, altruistic love, and ideas of workplace spirituality and spiritual well-being variables [34]. According to Chen and Li [46], in contrast to traditional leadership theories, spiritual leadership emphasizes behaviors that are motivated by a sense of calling and meaning of work, as opposed to leaders and followers (i.e., membership exchange theories) and economic exchange models (i.e., transactional leadership). By focusing on qualities like love, service, and compassion, spiritual leadership can capture these more profound dimensions of the human experience demanded by employees in today's workplace, as opposed to more traditional approaches like transformational leadership, which focus on these other traits [14,15]. According to researchers, work engagement is a different construct from an organizational commitment that is affected [47]. Apart from directly affecting organizational commitment, work engagement is a positive mediator between organizational commitment and supervisory support and leadership [47,48]. The behaviour of spiritual leaders can encourage subordinates to engage in their work keenly, show high commitment, and create employee well-being to increase the performance of employees and organizations:

3-1-Measurement Instrument
The data collection questionnaire was constructed using Likert scales with 1 and 7 representing strongly disagree and strongly agree. The items to measure spiritual leadership (fourteen items) [49], Affective commitment (six items) [50], and modifications three items [51], Work engagement (six items) [52], shortened version (Utrecht Work Engagement Scale-9), Employee well-being (twelve items) [24]. The pilot and pre-test were to verify the items, distribute the questionnaire to 50 respondents, and analyzing the Cronbach's alpha reliability. Cronbach's Alpha was more than 0.8 for all constructs, indicating an acceptable level of reliability from the pilot test (see Appendix I for more details).

3-2-Data Collection
The data for this study comes from Indonesian government agencies that employ active civil servants. Based on data from government database, individuals are contacted directly via WhatsApp. A random sample of 450 individuals from the collected data was selected, and confidentiality was maintained upon request participation. The survey link is available between October 2020 and April 2021. This document provides data on participants' knowledge of the supervisor's spiritual leadership style. Before distributing the questionnaire link to participants, the English version was translated into Indonesian and retranslated into English according to the recommendations [53]. The final response rate was 79%, representing 356 final responses from 450 respondents. Male respondents made up constituted 221 (62%) of the study sample, while female respondents made constituted 135 (38%) of the sample (see Table 1 to get more details). The demographic characteristics of respondents who provide complete data compared with those who provide partial data. As a result, no significant differences were found, indicating that the data collected were unaffected by response bias. Guidelines to prevent general bias were applied, and respondents were guaranteed complete anonymity and were aware that their responses would be used purely for academic research, ensuring correct answers [54].

4-Data Analysis
In this research, we used two analysis methods for analyzing data to PLS-SEM and FsQCA. There are differences between these methods regarding goals and the use of very different principles [55]. PLS path modeling was employed because it has proven helpful in the management and related fields [56]. The proposed relationship was therefore further explored using Smart-PLS 3. FsQCA was conducted due to its capacity to adequately handle uncertainty and its suitability for analyzing social phenomena with few samples [57]. FsQCA has been used to address a wide variety of issues. Because it enables the explanation of a result in terms of the conditions [58], a comparison of FsQCA was performed using the FsQCA v. three software [59]. This study analyzed fuzzy sets using FsQCA v.3 for comparative qualitative comparison [59]. Analytical approaches have been followed when presenting findings from this research. To begin with, data will be analyzed using PLS-SEM, after which will use the FsQCA method to evaluate the results.

4-1-1-Reflective Measurement Model Assessment
The AVE procedure can be used to determine convergent and divergent validity. AVE measures the average degree of similarity between latent factors in reflective models. According to an acceptable model, AVE is higher than 0.5 [60], [61] is more significant than cross-loadings, indicating that factors must account for 50% of the variance. An AVE below 0.5 means that the error variance is more effective than an explained variance. The square root of AVE must be at least as high as the correlations in the structural model [62]. Correlations for both constructs suggest that one construct has a higher variance. Table 2 shows the factor loading value ranging from 0.725 -0.904, indicating that the factor loading value should exceed 0.50 [63]. For a Cronbach's alpha value to be considered, the significance must exceed 0.70 [64]. Cronbach's alpha value in this study ranges from 0752-0.954. Composite Reliability (CR) was applied to assess the validity of the questionnaire. According to the Composite Reliability in this study, it was higher than 0.70 [64], where the CR value ranged from 0.888-0.960, indicating that all the items were internally reliable in this study. The AVE value must exceed 0.50 [64]. Across the range of AVE values in this study, the results show 0.593-0.799. The AVE root test standard also recommends at least equal to and preferably higher than 0.70 [65]. This study shows that the root of the AVE root value in Table 3 is higher than 0.70. In summary, the measuring model provides a strong foundation for discriminant validity. Additional studies were performed to determine the constructs' convergent and discriminant validity by comparing their AVE and correlations. According to Table 2, the correlation between constructs is smaller than the square root of AVE (as indicated in bold in the table). This demonstrates the existence of discriminant validity [66]. As a result, the findings indicated that the constructs in the model had good convergent and discriminant validity.
To determine the discriminant validity of the measure, we used the Heterotrait-Monotrait Ratio (HTMT), a new criterion for assessing discriminant validity when a value is less than one [67], or when weights are less than 0.85 or 0.90 [68] . These results show in Table 4 that the HTMT values were below 0.90, with HTMT values ranging between 0.663-0.878. Verification to verify that none of the upper confidence intervals extended beyond 1.

4-1-2-Structural Model Assessment
Based on the hypothesized relationships shown in table 5, this research analyses the direct effect of spiritual leadership on employee well-being, affective commitment, and work engagement and the immediate impact of affective commitment on employee well-being and work engagement. The results in Table 5 and Figure 2 show that, based on the analysis in Table 2, a p-value of 0.000. Based on the research, the direct effect results show a p-value < 0.005, indicating that H1 (t =2.243, p < 0.05), H2 (t= 8.486, p< 0.05) H3 (t= 8.944, p < 0.05), and H5 (t= 10.505, p < 0.05) were supported, and H4 (t= 1.764, p-value > 0.05), showing that affective commitment has no significant effect on employee well-being. As a result, increasing affective commitment does not substantially affect the employee's well-being. Employee wellbeing relates to an employee's health and well-being. Employers are responsible for fostering an environment conducive to employee well-being. Furthermore: this study examined work engagement and affective commitment as multiple mediators in the relationship between spiritual leadership, and employee well-being, the finding (Tabel 5, Figure 2) reveals that H7 (t= 7.175, p < 0.05) has a direct effect on which spiritual leadership and employee well-being mediated by work engagement showed a p-value < 0.05 indicated work engagement as a mediation variable between spiritual leadership and employee well-being. The significant results indicate spiritual leadership will lead to greater employee well-being, mediated by work engagement, which was also high.

Figure 2. The structural model
In contrast, H6 (t= 1.697, p > 0.05) indirectly affects spiritual leadership and employee well-being mediated through affective commitment with a p-value of 0.000. Based on the p-value in the analysis, affective commitment appears to be insignificant when it comes to the mediation of the relationship between spiritual leadership and employee well-being. Indicates that lower spiritual leadership values are associated with lower employee well-being, mediated by affective commitment.

4-2-Results of FsQCA
FsQCA generated fuzzy-set responses based on a seven-point Likert scale. The data set was checked for missing values, whereas our sample contained no missing values. In this study determined their blends by adding the component element marks. The FsQCA method generates a list of causal themes related to knowledge sharing. The recommendation is to ensure that knowledge sharing should occur if the FsQCA meets all the requirements. This study builds on significant prior research by Ragin [57], who argued that FsQCA enables the distinction between necessary and sufficient causal conditions. FsQCA evaluates antecedents and combinations using consistency and coverage indexes [69]. Ganter and Hecker [69] argued that FsQCA enables the management of complex causal relationships. For FsQCA, the study did not average the items but looked at them to get more information about the desire to share knowledge with others. Table 6 summarizes the results of a fuzzy set analysis to identify high levels of employee well-being. A circle filled with black ( ), indicates the presence of a condition, while a circle with a cross ( ) indicates the absence of its presence [57]. The centrality of an element will be represented by a large circle (prime implicants), while the presence of a small circle will describe the peripheral components. The 'Don't care' space indicates that a causal condition may or may not exist [70]. The two causalities in this study configurations increase employee well-being adoption, supporting H1. Across all structures and overall solutions, the consistency value is more significant than 0.75 [59]. Thus, the model offers a solution that supports affective commitment and work engagement. Solution 1 shows that high can achieve employee well-being through spiritual leadership through Vision, altruistic love, and hope/faith. Solution 2 reveals that it can improve employee well-being through high spiritual leadership (Vision), affective commitment, and work engagement. Furthermore, Table 6 shows that spiritual leadership attributes (vision, altruistic love, and hope/faith) can increase employee well-being. However, in the second solution, the absence or negation of the same point may produce the right outcome based on how it combines with other factors. This finding supports H4 and H5. To test for solutions (models) from subsamples generated. As with the primary analysis, FsQCA is used to analyze the modeling sub-sample using the same number of observations and consistency criteria. Table 7 presents the results of the study for the modelling subsample. This test involved utilizing the data from the holdout sample to test the models generated by the modelling solutions. Each model is plotted against the corresponding outcome variable, creating highly consistent models with high coverage. Figure 3 shows how data from the holdout sub-sample will moderate affective commitment and work engagement with spiritual leadership and employee well-being from Model 1. Adding a prediction test to the remaining models revealed that highly consistent models for the modeling subsample performed better for the holdout subsample.

4-3-PLS-SEM and FsQCA Results Compared
Based on the findings of the PLS-SEM, spiritual leadership contributes to encouraging the formation of employee well-being with multiple mediating affective commitment and work engagement. Meanwhile, the inhibiting factors in the research can hinder the role of spiritual leadership in mediating between affective commitment and work engagement on employee well-being. This finding aligns with the PLS-SEM analysis, which identified that spiritual leadership has a positive role in employee well-being, affective commitment, and work engagement. Likewise, spiritual leadership positively impacts employee well-being by mediating work engagement. Other results show an obstacle to a practical commitment to employee well-being and spiritual leadership with affective commitment mediation. In this study, FsQCA revealed two solutions to achieve results. According to the results, additional complex configurations could only be used in conjunction with the initial conditions to achieve the same results [71]. Based on the asymmetry of causal relations, FsQCA shows that spiritual leadership with the same attributes, namely vision, altruistic love, and hope or faith, can improve employee well-being in solution one. Meanwhile, solution two shows low altruistic love towards employee well-being. The following finding shows that affective commitment and work engagement in solution two positively impact employee well-being.

5-Discussion
This study provides insight into the formulation of spiritual leadership using multiple mediations by using affective commitment and work engagement among government employees in Indonesia. Applying combines two methods: symmetric (PLS-SEM) and asymmetric (FSQCA), therefore, this study provides overall goals and validates all hypotheses through participation. Hypothesis 1: Examine that spiritual leadership has positive and significant effects on employee well-being. Fry [15] revealed that spiritual leadership entails instilling accurate concepts in followers and facilitating self-governance through tools. He states that "spiritual leadership" is an intrinsic motivation theory that encompasses vision, hope, faith, and altruistic love; workplace spirituality theories; as well as theories of spiritual survival and well-being. Models for organizational development and spiritual leadership may assist with the emergence of positive organizations that promote employee well-being and organizational performance. The inability to distinguish between religion and spirituality at work may be offensive to employees and detrimental to workplace morale and wellbeing [23]. Hypothesis 2 and 3: Spiritual leadership has positive and significant effects on affective commitment and work engagement. These findings correlate with previous research by Jeon and Choi [72], they found a link between spiritual leadership and employee creativity. Their analysis found that employees' affective commitment is positively related to vision, hope/faith, and altruistic love. In line with this, Devendhiran and Wesley [9] discovered that spiritual values had become increasingly recognized as a component that can help an organization or firm boost organizational commitment, engagement, and employee performance. Hypothesis 4 found that affective commitment has no significant effects on employee well-being. It means that employers are responsible for fostering an environment conducive to employee well-being.
According to previous research, stress at work results from an increased workload, insufficient break time, and strict deadlines, and everyone reacts differently to stress [73]. Numerous workplace stressors, such as role conflict, could negatively affect organizational commitment [74] conflict is commonly considered a stress factor in stress research. A conflict at work indicates that the employee must meet contradictory expectations. A possible explanation for these findings is that role conflict impairs employees' capacity to execute and be effective in their employment, lowering job satisfaction [75].
Hypothesis 5 found that work engagement has positive and significant effects on employee well-being. It means that increased work engagement significantly influences employee well-being; the higher the value of work engagement, the higher the value of employee well-being. This finding is related to another study explaining that active personnel is highly energetic, self-sufficient individuals who control life events [76]. Work engagement originated from the burnout study, namely, as an attempt to encompass the complete spectrum of employee well-being [38]. Hypothesis 6 indicates that affective commitment is not significant as a mediator between spiritual leadership and employee well-being. According to this study, the relationship between employee well-being and mediated affective commitment does not align with spiritual leadership theories. Researchers have suggested that spiritual leaders' practices affect employees' commitment to the organization [23]. However, they did not conduct empirical research on the impact of spiritual leadership on employees' commitment within an organization (except for a few studies) [46].
According to Meyer et al. [77], commitment is more likely to occur when an individual feels psychologically identified with an organization instead of self-interest or a sense of obligation. As a result, we can expect that spiritual leadership that approaches organizational values, convictions, compassion, and belongingness is likely to encourage an impact on organizational commitment on a practical level [30]. Hypothesis 7 indicates that work engagement as a mediation variable has significant positive effects on the relationship between spiritual leadership and employee wellbeing. The significant results indicate that the higher value of spiritual leadership is linked to increased employee wellbeing when mediated by high work engagement. Spiritual leadership mediated by work engagement had a significant indirect effect on work engagement. As shown in this study, providing a work environment that follows work engagement leads to improved employee well-being, which results in increased productivity, which ultimately benefits the organization. Recent research indicates that organizational resources like leadership's influence on organizational climate have impacted employees' ability to perform in the workplace. Saks [78], for example, broadened the definition of work engagement by analyzing the impact of a spiritual workforce environment on work engagement as defined by the purpose of employment.
Even when altruistic love support is low, our fsQCA suggests that employee well-being to spiritual leadership is possible if the employee can derive vision, hope/faith, affective commitment, and work engagement. This finding in our study is related to other research that explains how to serve today's workforce better. Organizations need to adopt a more spiritual perspective on leadership that uses qualities inherent in the human spirit rather than traditional leadership models focused on vision, values, and characteristics of various leadership styles [14,15]. As a result, the data implies that spiritual leadership is a catalyst for employees' emotions of well-being and their desire to be fully engaged at work because of their shared values and collective social processes.

6-Conclusion
The results of this study come from empirical testing, especially those related to spiritual leadership theory. However, the results of this study do not support the theory of spiritual leadership in showing a relationship mediated by an affective commitment to employee well-being in public sector organizations. This study provides insight into that leaders must pay attention to the spiritual and actual needs of the people they lead and can be implemented institutionally and not only personally. Spiritual needs encourage emotional interaction in each member, including interaction with organizations and social activities to play an active role in increasing creativity. Leadership that focuses on vision, hope and belief, compassion, and love shows that effective spiritual leadership provides personal benefits for employees and the organization. For individuals, these benefits can be changes in psychological and mental attitudes such as job satisfaction, mental health, career motivation, decreased job fatigue, increased work engagement, and increased practical commitment. For the organization, spiritual leadership provides tangible and intangible benefits. Practically, the results of this research should create policies, especially in the public sector, to support and develop spiritual practices that can help employees improve employee well-being through affective commitment and work engagement. This study can help organizations improve the performance of individuals in the organization and make a positive contribution to the broader community.

6-1-Limitation and Future Research
There are some limitations to this research. Firstly, this study takes place in the public sector; therefore, the results cannot be generalized to the private sector. Secondly is the lack of understanding of spiritual leadership and religious leadership. This study found no research linking spiritual leadership with employee well-being using parallel mediation of affective commitment and work engagement. Therefore, further research is needed to examine leadership's quantitative and qualitative dimensions. This study provides an opportunity to define the various important components of spiritual leadership, including workplace dignity, workplace spirituality, and trust. The development of new research in this area will likely generate new research points that can be more interesting and relevant to spiritual leadership in organizations and activities tailored to organizational needs. Although this study has limitations, it has several contributions. Firstly, it examines how spiritual leadership can improve employee welfare through parallel mediation of affective commitment and employee involvement in the public sector. Secondly, this research adds to research in spiritual leadership by emphasizing the quality of human resources, spiritual and moral qualities in developing and fostering employees effectively.

7-2-Data Availability Statement
The data presented in this study are available on request from the corresponding author.

7-3-Funding
The authors received no financial support for the research, authorship, and/or publication of this article.