Exploring leadership effectiveness and its impact on employee well-being through emotional mediation

Purpose This study relied on the affective events theory to test the mediating role of the ratio of emotions in the relationship between employees' perceived leadership effectiveness and their well-being at work. Design/methodology/approach A quantitative methodology was used, based on a deductive approach of a transversal nature. Data were collected from a convenience sample consisting of 255 working adults. Findings Structural equation modeling results demonstrated that perceived leadership effectiveness positively influenced well-being and the ratio of emotions, showing that when employees perceived their leader as effective, they tended to experience more positive emotions and less negative ones (as indicated by a positive ratio). Furthermore, the results supported the hypothesis that perceived leadership effectiveness influenced well-being through increases in the ratio of emotions. Research limitations/implications The nature of the sample makes it impossible to generalize the results. Also, the fact that the questionnaires were self-reported may have biased the results because only the employees' perception of the variables under study was known. Practical implications This study highlights the fact that perceived leadership effectiveness can be seen as an affective event that triggers positive and negative emotional responses at work, which, in turn, will have an impact on employee well-being. Originality/value An effective leadership style has been shown to be pivotal in reducing the prevalence of negative emotions within a team. When leaders foster a welcoming work environment where team members enjoy their roles, it often results in heightened positive emotions and overall well-being.