Transformational leadership and depressive symptoms among employees: mediating factors
Open accessAbstract
Purpose: – The purpose of this paper is to examine whether the link between transformational leadership and depressive symptoms among employees is mediated by such personal resources as occupational self-efficacy, perceived meaningfulness of the work, and work-related rumination. Design/methodology/approach: – The study was conducted using questionnaires among 557 Finnish municipal employees in various occupations. The statistical analysis was based on structural equation modeling. A multiple mediation model enabled us to investigate the specific indirect effects of each mediator. Model comparison was applied to ascertain whether the mediation should be considered as full or partial. Findings: – Results based on model comparison showed that the proposed factors fully mediated the negative relationship between transformational leadership and depressive symptoms. Thus high level of transformational leadership was associated with high levels of occupational self-efficacy and perceived meaningfulness of the work, and low level of work-related rumination during off-job time, which, in turn, were associated with low level of depressive symptoms. The fully mediated model explained 36 percent of the variance in depressive symptoms. All of the three mediators made a unique contribution to this relationship. Research limitations/implications: – The results imply that transformational leadership behaviors may decrease depressiveness among employees through strengthening the personal resources of employees. However, as the study is cross-sectional, causal relationships can only be hypothesized. Originality/value: – The study sheds new light on the possible processes through which transformational leaders may exert their health-promoting effects on employees even in terms of depressive symptoms.
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Self-efficacy can buffer technostress and technostress-related outcomes.
“such as followers' self-efficacy (Perko et al. 2014), which can buffer technostress and technostress-related outcomes (e.g., Shu et al. 2011;Yener et al. 2021)”
From Leadership and technostress: A systematic literature review (2025) · cites this paper as Perko et al. 2014
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- Authors
- Perko, K., Kinnunen, U., & Feldt, T.
- Affiliations
- Tampere University (FI)
- University of Jyväskylä (FI)
- Venue
- Leadership & Organization Development Journal
- Publisher
- Emerald
- Published
- 2014-05-27
- Volume
- 35
- Issue
- 4
- Pages
- 286-304
- ISSN
- 0143-7739 (ISSN-L)
- OpenAlex
- W1990924343
- Cited by
- 63
- References
- 85
- Citations by year
- 2026: 3 · 2025: 4 · 2024: 2 · 2023: 9 · 2022: 9 · 2021: 10 · 2020: 5 · 2019: 7 · 2018: 2 · 2017: 6 · 2016: 5 · 2015: 1
- FWCI
- 8.80
- Type
- journal article
- Language
- en
- Open access
- green
- trepo.tuni.fi
- Locations
- Leadership & Organization Development Journal (publishedVersion)
- Tampere University Institutional Repository (Tampere University) (acceptedVersion)
- Tampere University Institutional Repository (Tampere University) (submittedVersion)
- Funders
- Työsuojelurahasto
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Health Sciences › Health Professions › General Health Professions › Workplace Health and Well-being
- Social Sciences › Psychology › Social Psychology › Stress and Burnout Research
- Keywords
- transformational leadership, depressive symptoms, occupational self-efficacy, work-related rumination, mediation, municipal employees, employee well-being, health-promoting leadership
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