Looking into the new normal after COVID-19 pandemic: leadership styles and job-related affective well-being

Purpose: The main objective of the present study is to investigate whether the hybrid work environment generated by the COVID-19 pandemic has availed a predominant type of leadership, namely transformational, transactional or passive-avoidant, and to what extent each of the three leadership styles and their subscales correlate with the job-related affective well-being (JAW) of employees, in terms of both positive and negative emotions. Design/methodology/approach: In order to obtain a comprehensive view of the subject and to carry out a thorough analysis, the primary data were collected via the application of a questionnaire-based survey. With a view to ensure sample consistency, the study was conducted with Romanian employees working in big corporations from various services sectors. A convenience sample of 203 respondents was retrieved, the selection of individuals being catalyzed by three managers from different companies who have decided to distribute the invitation to fill in the online questionnaire throughout their personal and professional networks. The results were analyzed by means of bivariate correlations, namely Pearson linear coefficients of correlations computed between the subscales of the leadership styles and JAW. Findings: Overall, the findings showed both positive and negative correlations between the transformational, transactional and passive-avoidant leadership subscales and the components JAW, most of the transformational leadership dimensions positively correlating with the positive emotions covered by JAW. Research limitations/implications: The study brings forward compelling insights into the employee well-being within the context of the hybrid work environment triggered by COVID-19 pandemic and signals the importance of placing people at the core of sustainability during the “new normal”. Practical implications: The study offers practical implications for managers aiming to enhance employee well-being in hybrid work settings. Emphasizing transformational leadership, which fosters positive emotions, can boost engagement and job satisfaction, thereby improving overall organizational performance. Managers are encouraged to adopt people-centric practices, focusing on support, recognition and clear communication to reinforce employees’ emotional resilience. Additionally, understanding the varying effects of leadership styles on different demographics can guide tailored management approaches, enhancing inclusivity and effectiveness. Social implications: The study underscores the broader social value of prioritizing employee well-being, particularly within hybrid work models. Supportive leadership not only impacts workplace morale but also extends benefits to employees' personal lives, enhancing overall mental health and reducing stress. Such improvements can foster a healthier work–life balance, positively influencing family dynamics and social connections. By encouraging leadership approaches that contribute to positive work experiences, organizations play a role in strengthening community resilience and fostering a culture of empathy. This shift aligns organizational practices with wider social goals, promoting sustainable work environments and improved quality of life. Originality/value: By looking into the post-pandemic organizational processes, the paper proposes a fresh outlook on the challenges faced by employee affective well-being in relation to the leadership style.