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The Role of Leadership in Fostering Positive Employee Relationships

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A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Leadership".

Deadline for manuscript submissions: 30 November 2025 | Viewed by 12387

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Special Issue Editor

Dr. Chin-Ju Tsai

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Guest Editor

School of Business and Management, Royal Holloway, University of London, Egham TW20 0EX, UK
Interests: cross-cultural leadership; strategic human resource management; organizational performance; employment relations in SMEs; workplace emotion; human resource development

Special Issue Information

Dear Colleagues,

Leadership plays a critical role in fostering positive and healthy employee relationships. These relationships, commonly characterized by trust, collaboration, appreciation, mutual respect, effective communication, and a supportive work environment, can lead to a more engaged and productive workforce, and improved employee well-being, organizational climate, and overall performance.

This Special Issue invites studies—empirical or theoretical, qualitative or quantitative—focusing on any leadership styles, behaviors, and approaches that contribute to creating and maintaining positive, healthy, and productive relationships within the workplace. This may include positive professional collaboration, social interactions, mentorship, and team dynamics. The aim is to provide a deeper understanding of how leadership can enhance positive employee relationships.

We particularly encourage submissions that showcase innovative approaches and practices that leaders can adopt to foster positive employee relationships. We welcome research conducted in any part of the world. Interdisciplinary research and studies incorporating new methodologies or perspectives are also welcome.

This Special Issue will supplement existing literature by providing new insights into the dynamics of leadership in various organizational contexts, addressing the need for practical strategies that leaders can implement to improve employee relations. By focusing on innovative practices, this issue will offer valuable contributions to both academic research and practical applications in leadership and human resource management.

We invite submissions that cover a wide range of topics within the scope of leadership and positive employee relationships, including but not limited to:

Transformational and transactional leadership styles and their impact on employee relationships
The role of emotional intelligence in leadership for fostering positive employee relationships
Leadership communication strategies and their effectiveness in building trust and collaboration
The impact of inclusive leadership on employee morale and teamwork
Case studies on successful leadership practices that have led to improved employee relationships
Cross-cultural perspectives on leadership and employee relationship dynamics
The influence of leadership on enhancing professional collaboration
The relationship between ethical leadership and employee social interactions

We look forward to receiving your submissions.

Dr. Chin-Ju Tsai
Guest Editor

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1600 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

leadership
employee relationships
trust
collaboration
appreciation
mutual respect
effective communication
supportive work environment
employee engagement
employee well-being
organizational climate
organizational performance
professional collaboration
social interactions
transformational leadership
transactional leadership
inclusive leadership
cross-cultural leadership
ethical leadership

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Published Papers (6 papers)

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Research

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23 pages, 1012 KB

Open AccessArticle

Investigating the Association Between Transformational Leadership and Job Satisfaction: The Role of Gratitude Towards the Organization in the Peruvian Context

by Edgardo Muguerza-Florián, Elizabeth Emperatriz García-Salirrosas, Miluska Villar-Guevara and Israel Fernández-Mallma

Adm. Sci. 2025, 15(9), 349; https://doi.org/10.3390/admsci15090349 - 5 Sep 2025

Viewed by 792

Abstract

Leadership literature suggests that a transformational leadership style can reduce negative employee outcomes, even in challenging work environments such as the education sector, where teachers play a key role in social development. This study aimed to analyze the association between transformational leadership and job satisfaction: the role of gratitude toward the organization in the Peruvian context. A cross-sectional study with an explanatory design was conducted considering 457 men and women who declared themselves teachers, aged between 18 and 73 years (M = 38.63; SD = 10.61), recruited through non-probability convenience sampling. The theoretical model was evaluated using the Partial Least Squares method (PLS-SEM). An adequately fitting measurement model was obtained (α = between 0.893 and 0.969; CR = between 0.897 and 0.971; AVE = between 0.757 and 0.845), demonstrating that transformational leadership is positively associated with the components of gratitude toward the organization and job satisfaction, as well as the association of the components of gratitude toward the organization and job satisfaction. In turn, it was evident how gratitude toward the organization plays a mediating role in these relationships. In this sense, the study provides valuable information for Peruvian educational leaders seeking to improve indicators of satisfaction, gratitude, and leadership in their work environment. These findings enrich educational management, given that it is the first empirical study to demonstrate these links in a challenging sector of an emerging country, offering a solid foundation for the development of more humanized, effective, and sustainable management strategies. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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21 pages, 967 KB

Open AccessArticle

Navigating Workplace Toxicity: The Relationship Between Abusive Supervision and Helping Behavior Among Hotel Employees with Self-Esteem and Emotional Contagion as Buffers

by Ibrahim A. Elshaer, Alaa M. S. Azazz, Sameh Fayyad and Osman Elsawy

Adm. Sci. 2025, 15(8), 315; https://doi.org/10.3390/admsci15080315 - 12 Aug 2025

Cited by 1 | Viewed by 791

Abstract

Workplace toxicity in the tourism sector remains a widespread issue, particularly for hotel staff who are constantly suffering from verbal, emotional, or physical abuse. While previous research has primarily highlighted the negative consequences of abusive behavior, this study examines a different perspective—how abusive supervision may be associated with reduced helping behavior among hotel employees, with emotional contagion and self-esteem serving as key moderating and mediating variables. Based on the Conservation of Resources (COR) theory, the current paper suggests that abusive supervision causes people’s psychological resources to be depleted, which decreases their self-esteem and, in turn, their helpful behavior. Furthermore, it is revealed that emotional contagion can act as a moderator to amplify the detrimental association between abusive supervision and self-esteem. Data were gathered from frontline hotels employees. Employing structural equation modeling with SmartPLS 3, the findings reveal that abusive supervision was negatively related to both self-esteem and helping behaviors. Additionally, the correlation between helpful behavior and abusive supervision was strongly mediated by self-esteem. It is also shown that emotional contagion mitigated the detrimental relationship between abusive supervision and self-esteem, such that people with high emotional contagion experienced a stronger negative relationship. This paper advances our theoretical knowledge of workplace dynamics by expanding COR theory to justify how and why abusive supervision impairs pro-social behavior. From a practical standpoint, the findings underscore the significance of management behavior and emotional intelligence in service-oriented sectors. Employee self-esteem and cooperative workplace behavior may be preserved by interventions that deplete supervisory abuse and boost emotional resilience. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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31 pages, 473 KB

Open AccessArticle

Let Me Know What Kind of Leader You Are, and I Will Tell You If I Stay: The Role of Well-Being in the Relationship Between Leadership and Turnover Intentions

by Irina Raquel Rodrigues, Ana Palma-Moreira and Manuel Au-Yong-Oliveira

Adm. Sci. 2025, 15(7), 279; https://doi.org/10.3390/admsci15070279 - 16 Jul 2025

Cited by 1 | Viewed by 841

Abstract

This study aimed to analyze the association of leadership with turnover intentions and whether this relationship is mediated by employee well-being. The sample consists of approximately 306 individuals working in organizations based in Portugal. The results indicate that transformational leadership has a positive and significant association with turnover intentions, while the relationship between transactional leadership and turnover intentions is negative and significant. Both transformational leadership and transactional leadership have a positive and significant association with well-being. Well-being has a negative and significant association with turnover intentions. Well-being only has a mediating effect on the relationship between transactional leadership and turnover intentions. This study contributes to the advancement of academic research and knowledge about the mechanisms through which transformational and transactional leadership styles can influence employees’ turnover intentions, as well as providing empirical evidence on the mediating role of psychological well-being. In addition, practical insights are offered to organizational leaders and managers on adopting practices that foster psychological well-being in the workplace, thereby reducing employee turnover intentions. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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35 pages, 1550 KB

Open AccessArticle

Leadership and Mediation Approaches for Social Cohesion in the Greek Public Sector

by Kyriaki Aravidou, Sotiria Triantari and Ioannis Zervas

Adm. Sci. 2025, 15(7), 248; https://doi.org/10.3390/admsci15070248 - 27 Jun 2025

Viewed by 2305

Abstract

This study investigates how inclusive leadership, mentorship, and digital tools shape conflict prevention and social cohesion within the Greek public sector. Employing a cross-sectional quantitative design, data were collected from 203 employees across municipalities, ministries, regional, and decentralized administrations. The survey instrument captured four dimensions: leadership and mediation for social cohesion, mentorship for the empowerment of vulnerable groups, use of digital tools, and the perceived social impact of inadequate conflict management. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test direct and indirect effects, evaluate the explanatory and predictive power of the model, and explore the mediation mechanisms linking leadership, mentorship, and digital tools to social cohesion. The results demonstrate that both leadership and mentorship are positively perceived and significantly interrelated, jointly enhancing workplace cohesion and trust. Mentorship emerged as a critical predictor of digital tool adoption, highlighting its role as a bridge for digital inclusion and organizational innovation. In contrast, digital tools, despite their high importance in the model, remain underutilized and require further investment in training and integration. Poor conflict management is perceived as a major organizational risk, strongly linked to increased stress, diminished trust, and a deteriorated workplace climate. These findings highlight the value of integrating mentorship and inclusive leadership with mediation and digital technologies, supporting the development of hybrid strategies for conflict management. The study enriches theoretical debates on organizational resilience and social cohesion, while offering practical recommendations for modernizing public administration through participatory leadership, targeted mentoring programs, and the thoughtful adoption of digital solutions. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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22 pages, 2123 KB

Open AccessArticle

Toxic Leadership and Turnover Intentions: Emotional Intelligence as a Moderator of This Relationship

by Teresa Lopes, Annelyse Soares and Ana Palma-Moreira

Adm. Sci. 2025, 15(1), 26; https://doi.org/10.3390/admsci15010026 - 15 Jan 2025

Cited by 7 | Viewed by 5173

Abstract

This study aimed to investigate the relationship between toxic leadership and turnover intentions and whether this relationship was moderated by emotional intelligence. The sample consisted of 202 participants working in organizations based in Portugal. The results show that toxic leadership is positively and significantly associated with turnover intentions. Regarding emotional intelligence, only the dimensions of the use of emotions and the emotions of others are positively and significantly associated with turnover intentions. As for the moderating effect, only the use of emotions and emotion regulation dimensions moderate the relationship between toxic leadership and turnover intentions. Participants with high levels of emotion use and emotion regulation, when compared to participants with low levels of emotion use and emotion regulation, found that toxic leadership was relevant in boosting their turnover intentions. It can be concluded that participants use their emotional capacities to move away from toxic environments in search of new and better working conditions. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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Review

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21 pages, 908 KB

Open AccessReview

Counteracting Toxic Leadership in Education: Transforming Schools Through Emotional Intelligence and Ethical Leadership

by Sophia Anastasiou

Adm. Sci. 2025, 15(8), 312; https://doi.org/10.3390/admsci15080312 - 8 Aug 2025

Viewed by 1320

Abstract

Toxic leadership in educational settings is a pervasive issue that negatively impacts both educators’ well-being and organizational effectiveness. While previous research has largely focused on defining toxic leadership traits, fewer studies have examined how contextual factors—such as school size, cultural norms, and leadership demographics—can obscure or normalize these behaviors. This narrative review aims to address the following research questions: (i) What are the key factors contributing to the emergence of toxic leadership in educational contexts? (ii) How do toxic leadership behaviors impact teachers and students? (iii) What strategies and interventions can mitigate the negative effects of toxic leadership in schools? Using a structured literature search in Scopus (2014–2024), this review synthesizes existing evidence on toxic leadership traits, including authoritarianism, narcissism, and abusive supervision. The analysis highlights the role of emotional intelligence as a critical resilience factor, emphasizing how self-awareness, empathy, and self-regulation can mitigate toxic leadership’s harmful effects. The findings suggest that promoting leadership development programs, emotional intelligence training, and ethical decision-making frameworks can help schools counteract toxic leadership and create more inclusive and supportive environments. Full article

(This article belongs to the Special Issue The Role of Leadership in Fostering Positive Employee Relationships)

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