Impact of visionary leadership on employee’s psychological wellbeing: mediating role of job autonomy and moderating role of perceived organizational support

Purpose This study aims to investigate the impact of visionary leadership on employees’ psychological well-being, with job autonomy as a mediator and perceived organizational support (POS) as a moderator through the lens of Self-Determination Theory (SDT). Design/methodology/approach The research employs a time-lagged survey method, collecting data from 360 employees across public, private, and nongovernmental organizations in the UAE. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS4 software. Findings The findings support the positive impact of visionary leadership on employee psychological well-being. Job autonomy was confirmed as a significant mediator, and POS strengthened the relationship between visionary leadership and employee psychological well-being by enhancing the effects of job autonomy. Practical implications Among the practical implications, investment on developing visionary leadership is critical not only for the organizations but also for the well-being of employees. Furthermore, trusting and empowering workforce to take initiatives on their own (job autonomy) is also an important aspect that leadership must consider. Finally, a conducive organizational support must be in place to ensure that the well-being of employees is taken care of. Originality/value This study contributes to leadership and well-being research by (a) positioning visionary leadership as a distinct antecedent of both hedonic and eudaimonic well-being; (b) integrating Self-Determination Theory to explain the motivational pathway via job autonomy; and (c) demonstrating the boundary-strengthening role of perceived organizational support in the UAE’s culturally collectivist context.