Journal of African Development

Employee well-being and job satisfaction are critical determinants of organizational performance, and leadership plays a critical role in shaping them. Focusing on the interconnected dynamics and implications for workplace productivity, the investigation investigated the influence of leadership styles on employee well-being and job satisfaction. The interaction between employee well-being and leadership style on job satisfaction was analyzed using a two-way ANOVA, which was conducted quantitatively. The necessity of contextual leadership methods that are tailored to the well-being levels of employees is underscored by the small but statistically significant impact of the relationship between leadership and employee well-being on work satisfaction. The results indicate that transformational leadership, which is defined by empathy, vision, and support, promotes more significant levels of job satisfaction and employee well-being than transactional and laissez-faire leadership style. Employees who regard their leaders as supportive and empowering report a higher level of psychological well-being, motivation, and dedication to their positions. In contrast, leadership strategies that are devoid of interpersonal sensitivity may impede both satisfaction and well-being, leading to a decrease in performance. This investigation emphasizes the significance of integrating leadership development programs with employee well-being initiatives to improve organizational outcomes and job satisfaction. Organizations can enhance employee morale, retention, and productivity by cultivating a culture of adaptive and supportive leadership. Industry-specific variations and the potential mediating effects of organizational culture should be the focus of future research.