“Direct Me or Leave Me”: The Effect of Leadership Style on Stress and Self-Efficacy of Healthcare Professionals

This study aims to investigate the influence of leadership on the self-efficacy of healthcare professionals. Additionally, it seeks to explore whether stress mediates the relationship between leadership and self-efficacy. Specifically, our study is focused on both transactional leadership and laissez-faire leadership, which are commonly practiced by healthcare professionals due to the settings of healthcare environments. This study utilized a structured questionnaire for measuring the leadership, stress, and self-efficacy of healthcare professionals. Data collection involved respondents rating these statements on a Likert scale. The sample consisted of 395 participants employed in healthcare organizations in Serbia. The analysis employed partial least squares structural equation modeling (PLS-SEM). The research findings indicate that laissez-faire leadership is positively associated with stress, while no significant negative impact on self-efficacy was observed. Transactional leadership did not demonstrate a significant relationship with reduced stress but was found to positively influence self-efficacy. Moreover, stress was identified as negatively impacting self-efficacy and mediated the association between laissez-faire leadership and self-efficacy, although no mediating effect was found for transactional leadership. This study underscores the critical role of leadership style in shaping the well-being and self-efficacy of healthcare professionals. By understanding how different leadership approaches impact employee stress and job satisfaction, healthcare organizations can tailor their management practices to foster a supportive work environment and enhance overall performance. The results emphasize the need for leaders to balance organizational objectives with employee needs, demonstrating effective communication and adaptability to promote a positive workplace culture.