Abstract:
Despite the growing popularity of the construct of Transformational leadership, there is
little consensus and understanding on the socio-psychological process that facilitates the
relationship between Transformational leadership and employee well-being. To address this
gap in the literature a systematic analysis of 30 empirical research studies was conducted,
guided by the primary review question, “how does Transformational leadership influence
employee well-being?” The synthesis revealed that Transformational leadership predicts
employee well-being through several socio-psychological mechanisms. Notably, meaningful
work, perceived procedural justice, psychological empowerment, self and team efficacy,
empowerment, psychological resources, trust, perception of work-life conflict and role clarity
were identified as mediating the said relationship, and power distance, employee ambition and
organisation commitment were identified as moderators. It is believed that introducing
leadership training in the identified socio-psychological sources would result in a productive
occupational health intervention, thus instigating a collaborative and healthy organisational
culture built on employee well-being
