Leadership, Recognition and Well‐Being: A Moderated Mediational Model

Abstract

Abstract Considerable data has linked transformational leadership to employee well‐being, but little research has focused on how transformational leaders influence employee well‐being. In the current study, we examine whether transformational leaders engage in more recognition of employee efforts and whether that recognition is associated with enhanced well‐being. We further examined whether transformational leaders give employees recognition in a manner that increases the association between recognition and well‐being. With these two objectives, we test a moderated mediated model using survey data involving employees from a large health‐care organization. The results suggest that transformational leaders provide more recognition to individual employees. Moreover, recognition is more strongly related to well‐being when leaders are seen as transformational. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.