| Summary: | In the pursuit of alleviating manpower issues, organisations are turning their focus towards employee well-being. Given that a leader has substantial influences on their employees, one supervisory behaviour called to attention is transformational leadership. Generally, transformational leadership posits a positive relationship with employee well-being. However, mixed findings and the added establishment of mechanisms and boundary conditions suggest that this relationship has more intricacies. Our review seeks to achieve the
following objectives: outline the definitions of transformational leadership and employee well-being, and investigate the mechanisms and boundary conditions influencing this relationship through a comprehensive categorisation of existing findings based on empirically validated frameworks. We conclude by outlining the gaps in the state of literature and potential directions for future research.
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