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).
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.
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.
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.
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.
