Mediating the effects of work–life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing


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Abstract

Mediating the effects of work–life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeingAimTo explore the mediating effects of work–life conflict between transformational leadership and job satisfaction and psychological wellbeing.BackgroundThe importance of work–life balance for job satisfaction and wellbeing among health-care employees is well-recognized. Evidence shows that transformational leadership style is linked to psychological wellbeing. It is possible that transformational leadership is also associated with employees’ perceptions of work–life conflict, thereby influencing their job satisfaction and wellbeing.MethodsA longitudinal design was used where staff working within Danish elderly care completed a questionnaire at baseline and 18-month follow-up (N = 188).ResultsRegression analyses showed that transformational leadership style was directly associated with perceptions of work–life conflict, job satisfaction and psychological wellbeing. Work–life conflict mediated between transformational leadership and wellbeing, but not job satisfaction.ConclusionThe findings suggest transformational leadership style may improve perceptions of work–life balance and employee wellbeing.Implications for nursing management|Managers should adopt transformational leadership styles to reduce work–life conflict and enhance the wellbeing of their staff.

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