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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: closed (30 November 2025) | Viewed by 43655

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Special Issue Editor

Dr. Chin-Ju Tsai

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Guest Editor

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

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.

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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 (12 papers)

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Research

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26 pages, 527 KB

Open AccessArticle

Servant Leadership, Work Engagement, and Public Service Motivation in the Chilean Public Administration from a Gender Perspective

by Dinka Villarroel-Nuñez, Marisa Salanova and Hedy Acosta-Antognoni

Adm. Sci. 2026, 16(4), 171; https://doi.org/10.3390/admsci16040171 - 30 Mar 2026

Viewed by 601

Abstract

Chile faces an institutional context marked by public distrust and increasing demands for legitimacy in public management. In this scenario, this study aimed to examine, within the framework of the Job Demands–Resources (JD-R) theory and the HERO model, the relationships between servant leadership, public service motivation, work engagement, and healthy organizational outcomes in the Chilean public sector, considering the moderating effect of the supervisor’s gender. We used a sample of 428 employees from 22 public institutions, with validated instruments to assess servant leadership, public service motivation, work engagement, and organizational outcomes. Structural equation modeling confirmed the five proposed hypotheses: servant leadership was positively related to public service motivation and work engagement, and work engagement was positively associated with healthy organizational outcomes, showing partial mediation effects among these variables. No moderating effects of the supervisor’s gender were found. This study provides empirical evidence on the motivational mechanisms operating within the public sector and highlights the relevance of servant leadership as a key social resource for fostering motivation, work engagement, and organizational well-being within the specific context of Chilean public institutions included in the study. Full article

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

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18 pages, 512 KB

Open AccessArticle

Moving Against Turnover Intentions Through Transactional Leadership, Organizational Climate, and Psychological Contract Fulfillment: Evidence from the Middle Eastern Hotel Industry

by Fida Hassanein and Amira Daouk

Adm. Sci. 2026, 16(2), 62; https://doi.org/10.3390/admsci16020062 - 27 Jan 2026

Viewed by 897

Abstract

Turnover is a major concern for the hotel and hospitality industry on a global scale. This research focuses on several Middle Eastern five-star hotels in terms of transactional leadership and its relationship with employees’ turnover intentions. In addition, the mediating effect of organizational climate, along with the moderating influence of psychological contract fulfillment are examined. This research combines the premises of social exchange, organizational support, and psychological contract theories to support the development of hypotheses. A total of 350 employee data from five-star hotels in Saudi Arabia, Lebanon, Egypt, Jordan, and Bahrain was gathered using surveys using a convenience sampling method. The research used Partial Least Squares—Structural Equation Modeling (PLS-SEM) to analyze the hypotheses, which were supported by the results obtained. The importance of organizational climate and fulfilling psychological contracts is highlighted, which, under transactional leadership, can reduce turnover intentions. This is critical for the labor-intensive hotel sector with high turnover rates and random and unpredictable tasks. Transactional leadership is found to be a good fit for the Middle Eastern hotel sector through routinization and a structural approach. The current findings can be beneficial for scholars and practitioners. Full article

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

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19 pages, 1164 KB

Open AccessArticle

Ethical Leadership as a Catalyst for Positive Relationships: How Fairness and Trust Encourage Knowledge Sharing in Audit Firms

by Hossein Asadi, Farzaneh Nassirzadeh and Davood Askarany

Adm. Sci. 2026, 16(1), 50; https://doi.org/10.3390/admsci16010050 - 20 Jan 2026

Viewed by 783

Abstract

In knowledge-intensive professions such as auditing, positive workplace relationships are essential to effective performance. Yet, the specific mechanisms through which ethical leadership encourages critical, collaborative behaviours, such as knowledge sharing, remain underexplored. This study addresses this gap by examining how organisational justice and interpersonal trust serve as dual pathways that translate ethical leadership into the sharing of knowledge within audit teams. Using a cross-sectional survey design, data were collected from 232 auditing professionals in Iran and analysed via Structural Equation Modelling (SEM). The results confirm that ethical leadership is significantly associated with promoting knowledge sharing. More importantly, this relationship is robustly mediated by both organisational justice and trust, revealing a dual-channel mechanism through which leadership exerts its influence. The primary contribution of this research lies in empirically demonstrating this integrated model, illustrating that ethical leaders foster collaboration not only through direct influence but by systematically cultivating a fair and trustworthy work environment. For audit firms and similar professional service organisations, these findings highlight the practical importance of developing leaders and HR policies that explicitly and consistently prioritise fairness and trust-building to strengthen team dynamics and enhance the flow of knowledge. Full article

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

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30 pages, 1059 KB

Open AccessArticle

Leaders, Let’s Get Agile: Examining Project Performance Through Sequential Moderated Mediation of Value Co-Creation and Stakeholder Satisfaction Using the Lens of Agile Leadership

by Muhammad Ishfaq Khan, Bushra Shafiq Bangash, Syed Afzal Moshadi Shah, Hamza Shakoor, Noureen Fatima, Abdullah Hamoud Ali Seraj and Jehad Abdallah Atieh Afaneh

Adm. Sci. 2025, 15(11), 407; https://doi.org/10.3390/admsci15110407 - 22 Oct 2025

Cited by 1 | Viewed by 3851

Abstract

The purpose of this study is to examine project performance through the sequential mediation of value co-creation and stakeholder satisfaction, as well as the moderate mediation of stakeholder management in construction companies. The data were collected from project-based organizations using a non-probabilistic, convenience sampling technique. The data were analyzed using structural equation modeling in Smart PLS V. 4. The results suggest that there is a positive and significant association between agile leadership and project performance. Value co-creation and stakeholder satisfaction both separately and sequentially mediate the association between agile leadership and project performance. It was also revealed that stakeholder management moderates this mediation, such that the relationship between agile leadership and project performance is stronger when stakeholder management is high. The implications for theoretical body of knowledge and practices are aligned with stakeholder theory. Full article

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

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18 pages, 707 KB

Open AccessArticle

Reading Minds, Sparking Ideas: How Machiavellian Leaders Boost Team Creativity Through Cross-Understanding

by Yihang Yan, Hongzhen Lei, Hui Xiong, Yuanzhe Liu and Xiaoqian Qu

Adm. Sci. 2025, 15(10), 400; https://doi.org/10.3390/admsci15100400 - 18 Oct 2025

Viewed by 1887

Abstract

This study investigates the impact of Machiavellian leadership on team creativity through the mediating role of cross-understanding and the moderating effect of task interdependence. While prior research has emphasized the negative consequences of Machiavellian tendencies, we argue that in highly interdependent team settings—such as project-based groups in technology, manufacturing, and financial enterprises—such leaders may foster constructive processes that enhance innovation. Drawing on social learning and trait activation theories, we conducted a multi-source survey of 86 teams (379 employees) in Chinese organizations. Team members assessed task interdependence and cross-understanding, while leaders reported their own Machiavellian tendencies and rated team creativity. Results show that Machiavellian leadership predicts team creativity indirectly through cross-understanding, with task interdependence strengthening this pathway. Theoretically, this study enriches leadership and creativity research by providing a nuanced view of how dark traits can stimulate team-level creativity through cognitive interaction mechanisms and by identifying task interdependence as a boundary condition. Practically, the findings suggest that organizations should recognize the creative potential of Machiavellian leaders in high-interdependence contexts, channel their ambition toward innovation goals, and design workflows that promote cross-understanding and collaboration. Full article

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

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14 pages, 480 KB

Open AccessArticle

When Does a Narcissistic Leader Force You Out? The Mediating Role of Psychological Capital

by Eva Petiz Lousã and Marta Pereira Alves

Adm. Sci. 2025, 15(10), 387; https://doi.org/10.3390/admsci15100387 - 5 Oct 2025

Viewed by 1926

Abstract

Narcissistic Leadership has been associated with negative organizational and individual outcomes, including employee intention to leave. However, the mechanism by which this leadership influences this intention to leave still needs to be further elucidated. This study investigates the mediating role of psychological capital (PsyCap) (comprising hope, self-efficacy, resilience, and optimism) in the relationship between the narcissistic leadership and the intention to leave. A non-probabilistic sample of 266 Portuguese employees from various organizational sectors, aged 18 to 53 (M = 29.13; SD = 7.53), predominantly women (62%), completed a self-administered online questionnaire. Results, calculated through the estimation of OLS regressions-based models, indicated that narcissistic leadership was positively related to turnover intention (Hypothesis 1) and that PsyCap significantly mediated that association (Hypothesis 2), particularly self-efficacy showed to be negatively associated with turnover intention, and optimism positively predicted the intention to leave the organization. Overall, the findings point to the key role of narcissistic leadership and psychological capital as antecedents of turnover intention, highlighting the opposite mediating effects of self-efficacy and optimism in the association between narcissistic leadership and turnover intention. The study’s findings are discussed, as well as their theoretical and practical implications. Full article

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

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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

Cited by 2 | Viewed by 4778

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 4 | Viewed by 3603

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 2 | Viewed by 2651

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 5149

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 12 | Viewed by 9036

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

Cited by 3 | Viewed by 6240

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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