Building Sustainable Workforce: Investigating the Mediating mechanism of Psychological Safety between Transformational Leadership, Employee Well-Being, and Work Engagement

Abstract

To maintain a sustainable work culture, an organization must prioritise high employee efficiency by fostering supportive work environments, optimising task resources and mitigating psychological fatigue. This study is based on a comprehensive review of secondary literature published in between 2013 and 2026. It examines the mediating role of psychological safety in linking transformational leadership to employee well-being and job commitment. Moving beyond direct supervisory control and mere charismatic influence, transformational leadership establish a non-punitive, trust based work climate, where mistakes are treated as creative learning opportunities. Under transformational leadership, the inspiration and psychological safety experienced by employees helps to reduce emotional exhaustion and curb turnover intentions. Additionally, it reinforces key dimensions of work engagement, including vigour, dedication, and absorption. The study concludes by offering practical implications for leadership development