Pleasurable emotional states in health-care organizations: the mediation role of employee wellbeing on transformational leadership and job satisfaction.

Abstract

Purpose: 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.

Design/methodology/approach: 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.

Findings: 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.

Practical implications: 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.

Originality/value: 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.