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PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

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The current study examines the effects of perceptions of leader adaptive and maladaptive narcissism on ratings of charisma and presidential leadership performance for Donald Trump by registered voters. We present a model examining differing dimensions of narcissism, and their effects on attributed charisma and perceptions of leadership performance for Donald Trump. Structural equation modeling results reveal positive effects of adaptive narcissism on attributed charisma and leadership performance of Donald Trump; and negative effects of maladaptive narcissism on attributed charisma and leadership performance of Donald Trump. Perceived adaptive and maladaptive narcissism had indirect effects on leadership performance (through attributed charisma). The contributions made to the literature, implications of the findings, and directions for future research are discussed.