The regulatory role of Covid-19 fear on the relationship between leader's mindfulness level, transformational leadership style, resilience and employee well-being

In this study, it was aimed to investigate the relationships between the leader's mindfulness level, transformational leadership style, resilience and employee well-being. In addition, it was examined whether the fear of Covid-19 has a moderator effect on the relationship between the leader's mindfulness level and transformational leadership style, resilience and employee well-being. In our research, the independent variables were determined as the leader's mindfulness level and transformational leadership style, and the dependent variables were resilience and employee well-being. The regulatory variable was determined as the fear of Covid-19. Hypotheses suitable for our research model have been developed. The sample of the study consists of 406 small and medium-sized enterprises (SMEs) employees belonging to the manufacturing sector operating in Adana province. The survey method was used as a data collection technique in the research. Within the scope of the research, the data obtained from 406 questionnaires were analyzed. The data obtained from the questionnaires were evaluated with analysis of normal distribution, reliability analysis, correlation, factor analysis, regression analysis and variance analysis. The regulatory variable effect was analyzed based on the Baron and Kenny (1986) method. According to the analysis results obtained from the research; it has been found that, leader's mindfulness level has a significant effect on employee well-being, the transformational leadership style has a significant effect on employee well-being, the intellectual encouragement sub-dimension of transformational leadership style has a significant effect on employee well-being, the idealized effect (charisma) sub-dimension of transformational leadership style has a significant effect on employee well-being, the leader's mindfulness level has a significant effect on the subjective well-being sub-dimension of employee well-being, transformational leadership style has a significant effect on the subjective well-being sub-dimension of employee well-being, the leader's mindfulness level has a significant effect on the worplace well-being sub-dimension of employee well-being, transformational leadership style has a significant effect on the workplace well-being sub-dimension of employee well-being, the leader's mindfulness level has a significant effect on the psychological well-being sub-dimension of employee well-being, transformational leadership style has a significant effect on the psychological well-being sub-dimension of employee well-being. It has been found that, the leader's mindfulness level has no significant effect on resilience, transformational leadership style has no significant effect on resilience, the intellectual incentive sub-dimension of transformational leadership style has no significant effect on resilience, and the idealized effect (charisma) sub-dimension of transformational leadership style has no significant effect on resilience. In addition, it was determined that fear of Covid-19 did not have a moderator effect on the relationship between the leader's mindfulness level and resilience, the relationship between the leader's mindfulness level and employee well-being, the relationship between transformational leadership style and resilience, and the relationship between transformational leadership style and employee well-being. The study has the ethics committee approval numbered E-95704281-604.02.02-233971 from Çukurova University Ethics Committee on 04.11.2021. Keywords: Leader's mindfulness level, transformational leadership style, resilience, employee well-being, the fear of Covid-19