Transformational Leadership and Employee Well-being in Healthcare: A Bibliometric Visualization for Service Management Innovation

This study investigated the effect of leadership styles on employees' stress and wellbeing with a specific focus on commercial banks in Ghana. The researcher used a quantitative research approach and employed a descriptive and cross-sectional research design to address the research objectives and questions respectively. Using a survey design with a sample size of three hundred (300) conveniently chosen for the study, the researcher collected the data from permanent employees of five (5) commercial banks within the Accra and Tema metropolises of Ghana. The Statistical Package for Social Sciences (SPSS version 21) software was used to analyse the data where descriptive statistics, correlation, and multiple regression were specified and evaluated. The findings revealed that both transformational and transactional leadership styles are actually practiced amongst commercial banks in Ghana with employees experiencing some levels of stress and wellbeing also. While a negative relationship was established between transformational leadership and employee stress, a positive relationship was found between transformational leadership and employee wellbeing. Meanwhile, transactional leadership was found to have a positive relationship with both employee stress and wellbeing. The study highlights and gives a compelling justification for investment into transformational and transactional leadership to minimize employee stress and enhance employee wellbeing which will in turn impact positively on employee performance and other organizational outcome.

PurposeThe relationship between leadership and organizational citizenship behavior (OCB) is complex. Based on social exchange and social learning theories, the purpose of this paper is to investigate transformational and ethical leadership as antecedents to team members' OCB, hypothesizing the moderating role of change-related self-efficacy and the mediating role of leader-member exchange (LMX).Design/methodology/approachBased on theories and previous literature, we built a research model with moderated mediating hypotheses. We examined those hypotheses using statistical methods on survey data from 450 employees in 50 organizations. To avoid common method bias, data were collected at different times following Bauer et al. (2006) and Ilyas et al. (2020) and then analyzed using Mplus, version 8.1.FindingsStudy findings suggest that transformational leadership and ethical leadership are positively associated with OCB. Those positive relationships were mediated by LMX and that employee’s change-related self-efficacy had a moderating effect on the relationships between transformational leadership and OCB and ethical leadership and OCB, which were mediated by LMX.Practical implicationsWe found that change-related self-efficacy and LMX play a moderated mediating mechanism in the effect of transformational and ethical leadership on OCB. Leadership in practice should promote employees' change-related self-efficacy in order to foster OCB among employees.Social implicationsOur findings suggest that effective leadership and enhanced self-efficacy can lead to broader societal benefits by improving organizational performance and employee well-being. Organizations with strong OCBs tend to have better team dynamics and higher productivity, which can contribute positively to society by fostering environments that support personal growth and community engagement.Originality/valueThe originality is examining the moderated mediating relationships among transformational leadership, ethical leadership, followers’ change-related self-efficacy, LMX and OCB. Specifically, we created value by making contributions to examine how and when transformational leadership and ethical leadership promote employee OCB, exploring the underlying mechanisms of transformational leadership and ethical leadership in promoting team members’ LMX and OCB and the extent to which the relationship is moderated by employees’ change-related self-efficacy.

This study aims to explore the impact of transformational and transactional leadership styles on employee motivation, well-being, and performance in modern work environments and attempts to compare these two leadership styles and analyze their impact on employee well-being, motivation, and overall productivity in modern organizations. Qualitative methodology is utilized in this research work. The data is gathered through the interviews, focus groups and surveys from selected organizations and regions in Pakistan. The results showed that transformational leadership, specified by trust, communication, and empowerment, prominently improves employee engagement, job satisfaction, and productivity, especially in remote work settings. On the contrary, the transactional leadership which focuses on rewards and penalties has a lesser impact on motivation.

This study aims to examine the association between transformational leadership, employee well-being and job satisfaction, focusing on the mediating role of employee well-being in the association between transformational leadership and job satisfaction. Data for this purpose were gathered by the authors through a questionnaire survey, with 180 employees at health center IV hospitals in Uganda serving as the sample. To test the theoretical model, a PROCESS Model Type 4 mediation analysis was performed. The findings demonstrate a slightly favorable association between transformational leadership and job satisfaction, transformational leadership is positively related to employee well-being as well as a positive association between employee well-being and job satisfaction. Moreover, the outcomes of the mediation analysis verify that employee well-being acts as a mediator in the association between transformational leadership and job satisfaction. Health-care organizations should invest in leadership training programs that develop transformational leadership skills. Leaders, who can inspire, intellectually stimulate and provide individualized consideration can significantly enhance employee well-being, which in turn boosts job satisfaction. Establish ongoing development initiatives to ensure that leadership skills remain sharp and evolve with changing health-care demands. This study adds to the body of knowledge in organizational behavior by examining the relationship in detail between transformational leadership, employee well-being and job satisfaction. In addition, this study was carried out in a developing nation, which might usually produce results that differ from those of studies carried out in developed nations.

AIM: This study examines the effect of transactional leadership on safety climate via employee well-being and transformational leadership among nurses during COVID-19 pandemic. BACKGROUND: Exploration of the safety climate among nurses in COVID-19 pandemic has received little attention, but is of acute importance because of their potential effects on safety outcomes. METHODS: The data used for the study are obtained from self-reported surveys, originally collected by the 314 Pakistani nurses during COVID-19. Analysis of variance is used to identify the confounding variables of transactional leadership, transformational leadership and safety climate. Hierarchical linear regressions are used to explore moderating effects of transformational leadership on transactional leadership → employee well-being and effects of transformational leadership on employee well-being → safety climate. Based on social learning theory and social exchange theory, several hypotheses are established. RESULTS: 2-factor structures have been found among transformational leadership (motivational leadership, inspirational leadership), transactional leadership (active leadership, contingent leadership), and safety climate (compliance with safety rules, occasional deviations), respectively. Analysis of variance indicates socioeconomic factors are related with transformational leadership, transactional leadership, employee well-being, and safety climate. Hierarchical linear regression shows that motivational leadership significantly moderate the relationship between contingent leadership and employee well-being (β=.161; _p_=0.19) when controlling for a variety of individual characteristics. There are negative significant Inspirational leadership×employee well-being for compliance with safety rules (β= -.299,_ p_ < .001) and positive significant motivational leadership×employee well-being for occasional deviations (β= .091, p = .047) when controlling for a variety of individual characteristics. Significant relationships between contingent leadership and compliance with safety rules (β=.152, p =.032), between active leadership and occasional deviations (β=.349, p < .001), between contingent leadership and occasional deviations (β=.422, p < .001) are found. CONCLUSIONS: This study identifies moderating mechanism of transformational leadership on the association between transactional leadership and employee well-being and between transactional leadership and safety climate. These findings highlight the importance of employee well-being in the relationship between transactional leadership and safety behaviors among nurses. IMPLICATIONS FOR NURSING MANAGEMENT: To increase staff nurses' safety climate, we suggest that nurse managers contingent leadership styles and employee well-being could be improved. The nurse managers should consider their leadership style from the point of view of employee well-being. Nurse managers must address contingent leadership that affect employee well-being because this has an impact on safety climate.

This study contributes to the literature on the supervisors’ role in employee well-being by drawing on two separate lines of research: transformational leadership and organizational justice. The purpose of the study was to investigate the unique contributions of transformational and fair leadership (justice behaviours of supervisors) on work engagement and exhaustion among employees within the framework of the Job Demands-Resources model (Bakker and Demerouti, 2007). In determining the unique contributions, we additionally acknowledged the role of work characteristics. A questionnaire study was conducted among Finnish municipal employees in a variety of occupations (N = 333, 87% women). The analyses comprised fixed-order regression models with latent variables using Cholesky decomposition (de Jong, 1999) to examine unique contributions of highly correlating latent factors. The results showed no additive effects of transformational leadership above fair leadership in relation to work engagement, that is, fair leadership explained work engagement equally well. However, unfair leadership explained incremental variance in exhaustion beyond low levels of transformational leadership. Thus, our results suggest that transformational and fair leadership are interchangeable with respect to positive well-being, while concerning health impairment, unfair leadership is more detrimental than a lack of transformational leadership. Both forms of leadership demonstrated relationships with employee well-being that were partly independent from work characteristics (role clarity, autonomy and workload), thereby corroborating the specific role of leadership. Implications of the high empirical overlap between transformational and fair leadership are discussed from the point of view of leadership measurement and interpersonal affect within it.

Objectives. Interest regarding the associated impact of leadership style on employee safety and well-being across organizational settings is on the rise. Transformational leadership forms part of the six leadership constructs with significant research-focused settings. On this premise, this study examines the role played by the transformational leadership style in enhancing a positive safety climate that promotes safety participation and employee well-being in organizations. Method. Data were generated using the Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA). A qualitative literature review of 350 published studies between 2013 and 2023 was performed and 31 studies informed the study outcome. Results. Based on the analysis of each article, the study concluded that transformational leadership does have a positive role in the development of a strategic workplace safety climate and enhancement of employees’ psychological well-being and productivity. The study also reveals existing research gaps in this context and provides useful suggestions for future research in both academia and industry. Conclusion. Further research that examines other factors that mediate the relationship between leadership behaviour and employee well-being will assist with understanding of the role of transformational leadership and the promotion of job satisfaction and performance.

The unprecedented crisis of the COVID-19 pandemic has posed an enormous challenge ever for health-care organisations to find strategies to deal with their survival. The health-care employees are the frontline soldiers to fight against COVID-19 pandemic. Currently, there is a lack of research regarding the conceptualisation of COVID-19 and its impact on health-care employees' well-being and their organisational sustainability. Extending the role of responsible leadership (RL), the purpose of this paper is to develop a multi-level conceptual model to overcome the crisis of COVID-19 pandemic and promote employee (e.g. workers, nurses and professionals) well-being and organisational sustainability. With a comprehensive literature review, this paper presents five testable propositions and highlights the impact of COVID-19 pandemic on employee well-being and organisational sustainability. The proposed model counsels that organisations need to go beyond the simple application of strategic climate and should enable RL to protect and maintain employee well-being and organisational sustainability. The proposed conceptual model is a step forward to not only explore future empirical research but also it will help the health-care policymakers to take responsible initiatives to increase employee well-being and uphold organisational sustainability. There is a lack of research regarding the conceptualisation of the COVID 19 pandemic and its impact on health-care employees' well-being and organisational sustainability. The proposed conceptual model opens and guides a novel research avenue for the alignment of strategic management (as a moderator) and RL on the relationships among the COVID-19 pandemic, employee well-being and organisational sustainability.

This paper investigates the impact of transformational leadership on workplace well-being for employees with disabilities through the integration of assistive technology (AT) and its influencing factors. Despite the growing recognition of the importance of inclusivity in the workplace, employees with disabilities frequently encounter barriers that can hinder their well-being and participation. This research examines how transformational leadership can shape the organizational context through the adoption, utilization, and effectiveness of AT in promoting employee well-being while also considering the impact of psychological factors. A questionnaire was employed to collect responses from 432 employees with disabilities. Based on the gathered data, Structural Equation Modeling (SEM) with SmartPLS was utilized to test the research hypotheses and produce results. The findings reveal that transformational leadership fosters a positive organizational context by nurturing a culture of inclusion and support with β = 0.081. This context promotes integrating assistive technology to enhance the well-being of disabled employees in the workplace. Additionally, the results confirm that transformational leadership encourages the development of psychological factors such as self-confidence and self-efficacy as key determinants of well-being, with β = 0.435. This paper contributes to the existing literature by providing a nuanced understanding of the relationship between transformational leadership, assistive technology, and the well-being of employees with disabilities. It offers comprehensive practical insights for organizations seeking to improve their inclusive practices and support employees with disabilities in achieving their full work potential.

The purpose of this study was to empirically examine the effect of transformational leadership and human resources training on employee well-being with organizational justice as a mediating variable. This study used purposive sampling. The sample consisted of 54 respondents who were employees, and the research data were analyzed using the SmartPLS version 3.3.2 software program. The results of this study indicated that transformational leadership and human resources training at the company have a significant and positive effect on employee well-being. This means that the better the transformational leadership is realized in the company, the higher the employee well-being in the company. However, based on the research results, organizational justice did not have a significant and negative effect on employee well-being. So that organizational justice cannot mediate the relationship between transformational leadership and human resources training for employee well-being. The implication of this research for companies in general is that companies can maintain and improve their employee well-being. Suggestions for the company, it is hoped that it can maintain and improve transformational leadership and conduct human resources training regularly and with good procedures to improve employee well-being in a company, because human capital is the one of the main capitals that it is important to be managed by the company.

Description Burnout is a complex organizational phenomenon that diminishes employee well-being and overall organizational productivity. Researchers propose that leadership style contributes to employees' well-being, which impacts employee productivity. Organizations and leaders must address the causes of burnout and promote techniques employees can use to mitigate burnout, such as employee participation in recovery experiences. Recovery experiences are non-work activities that create positive outlooks and restore the energy needed to focus on one's work. This literature review examines current research in employee recovery experiences, conservation of resource theory (COR), burnout, and transformational leadership theory. Studying burnout through the lens of COR shows how important resource gain and recovery activities are to healthy employees and their job performance within the organization. The research reviewed suggests that transformational and transactional leadership styles have higher probabilities of promoting employee participation in recovery experiences than passive avoidant leadership style. The literature consistently showed burnout as a significant organizational phenomenon negatively affecting productivity, employee well-being, and turnover rates. The literature revealed that mitigating burnout happens through participation in recovery experiences. The literature on leadership styles supports the assumption that leaders play a significant role in employee well-being, group identity, and organizational climate. Leaders who desire to mitigate employee burnout will benefit from research that links transformational leadership style behaviors and employee participation in recovery activities.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

This study examined the effects of transformational and servant leadership styles on the employees’ psychological well-being as well as the mediating role of job satisfaction in the relationship between transformational leadership and servant leadership styles and the psychological well-being of the employees. This quantitative and explanatory-based study employed the leader-member exchange theory. Structured questionnaire was employed to gather primary data from 155 out of over 300 health workers in a developing economy through the simple random sampling technique. The data was then processed with the IBM SPSS and Smart-PLS 4.0. Based on the PLS-SEM technique. The study found that transformational and servant leadership styles positively affected the psychological well-being of health workers in a developing economy. Also, job satisfaction partially mediated the relationship between transformational leadership style and the health workers’ psychological well-being. It was also found that job satisfaction significantly mediated the relationship between servant leadership style and employee well-being in the health sector of a developing economy. The study concluded that the presence of employee job satisfaction indirectly improves the relationship between leadership styles and psychological well-being in the health sector. It was recommended that the management of health facilities in developing economies should adopt and/or improve upon the transformational and servant leadership styles to attain employee satisfaction and thereby, strengthen their psychological well-being.

PurposeThis article aims to understand the underlying mechanisms through which transformational leadership influences employee job satisfaction and turnover intentions. Specifically, the study explores the mediation role of employee well-being on the relationships between leadership and both employee job satisfaction and turnover intentions.Design/methodology/approachEmploying a quantitative research method, data were collected from 280 academics and professional staff from an Australian regional university. The Mplus software was used for data analysis.FindingsThe results showed that transformational leadership had significant positive impact on employee well-being and job satisfaction while it alleviated employee turnover intentions. Furthermore, employee well-being mediated the effect of transformational leadership on employee job satisfaction and turnover intentions.Research limitations/implicationsThe research was cross-sectional, and data were collected from a convenient sample and therefore minimises our ability to generalise the findings to other contexts.Practical implicationsEffective leadership, employee well-being, job satisfaction and employee turnover are of strategic importance in the higher education sector in Australia and internationally. These findings will therefore provide a basis for university policy makers to craft relevant policies that promote effective leader behaviours and enhance employee well-being as they facilitate employee job satisfaction and minimise turnover intentions among higher education sector employees (i.e. academics and professional staff).Originality/valueOur study provides a unique contribution to knowledge as it explains the mediation effect of employee well-being on the relation between transformational leadership a, job satisfaction and turnover intentions.

Employee well-being is a critical component of performance and quality care in healthcare settings; however, many organizations face challenges in cultivating supportive and psychologically safe work environments. This study investigated the impact of transformational leadership on employee well-being at Al Hamnah General Hospital in Saudi Arabia, targeting a population of 243 clinical and non-clinical healthcare employees. Using a comprehensive sampling technique, 200 valid responses were obtained, representing an 82.3% response rate, which provided a robust dataset for analysis. Transformational leadership behaviors such as inspiring employees, fostering collaboration, and addressing individual needs were found to have a significant and positive effect on employee well-being. Results from the linear regression analysis showed that transformational leadership explained 38.8% of the variance in employee well-being (R² = 0.388), with a Pearson’s correlation coefficient (R) of 0.623, indicating a moderate to strong relationship between the two variables. Further inferential analysis revealed that gender differences were statistically significant, with male employees reporting higher well-being scores than female employees. Additionally, job category significantly moderated the relationship between transformational leadership and employee well-being, suggesting that leadership behaviors should be tailored to address the specific needs of different occupational groups within the hospital. Conversely, age and education level did not exhibit significant moderation effects. These findings underscore the importance of transformational leadership in enhancing employee well-being in healthcare institutions. A satisfied and psychologically healthy workforce contributes directly to improved patient care and overall organizational effectiveness. Accordingly, it is recommended that healthcare organizations implement structured leadership development programs that emphasize transformational practices, particularly those adapted to diverse demographic and professional contexts. Future research should explore how cultural dynamics influence the effectiveness of transformational leadership and assess its long-term impacts across various healthcare settings.