Elevating Workplace Employee Wellbeing through Transformational Leadership and Organisational Support: Lessons from Tanzania's Higher Learning Institutions

Abstract

This study examines the influence of transformational leadership and organisational support in elevating workplace employee wellbeing. A total of 467 self-administered questionnaires were distributed to Tanzanian public higher-learning institution employees. The findings from partial least squares structural equation modelling demonstrated that transformational leadership directly influences employee wellbeing at the workplace. The study's results further demonstrate that the impact of transformational leadership on workplace employee wellbeing is partially mediated by perceived organisational support. These findings provide insights that may serve as a foundation for managers and policymakers when developing policies and programmes to enhance employee wellbeing. The study provides more empirical evidence on the applicability of the affective event theory and organisational support theory in higher learning institutions. It makes a distinctive contribution to the theory by revealing the mediation role of perceived organisational support on the influence of transformational leadership on workplace employee wellbeing. Thus, public higher learning institutions’ managers should use transformational leadership and perceived organisational support to improve workplace employee wellbeing.