Leadership Styles and Talent Management Effectiveness: The Mediating Role of Employee Engagement and the Moderating Influence of Organizational Culture

The present study aims to examine the effect of transformational and transactional leadership styles on the effectiveness of talent management in the Jordanian Ministry of Health, where the mediating variable is employee engagement while the moderating variable is organizational culture. The current study fills an important void in the literature because few studies have integrated all these relationships within the public healthcare sector in a Middle East context. A cross-sectional quantitative study was performed using stratified random sampling over 154 departmental units within the Ministry of Health. A structured questionnaire was used to gather data from 379 healthcare professionals, which were then analyzed by applying Structural Equation Modeling (SmartPLS 4). The results show that transformative leadership (β = 0.238; p = 0.043) as well as transactional leadership are significant to the success of talent management. Leadership styles also positively affect employee engagement (β = 0.66; p = 0.001), and employee engagement in turn has a positive influence on the effectiveness of talent management (β = 0.309; p = 0.001). Organizational culture is shown to have a moderating effect (β = 0.102; p = 0.012), which strengthens the relationship between leadership and talent management. The findings underscore the need for culturally appropriate leadership development and engagement strategies in public healthcare systems. Based on the findings, policy-makers in the Ministry of Health might consider investing in leadership competency building and develop supportive organizational cultures as strategic approaches to strengthen talent management and organizational performance.