Implication Of Leadership Styles On Employee Satisfaction In Saudi Healthcare Settings: Narrative Review Through The Lens Of Social Exchange Theory

Abstract

This narrative review explores the implications of leadership styles on employee satisfaction within the unique context of Saudi healthcare settings, utilizing Social Exchange Theory (SET) as a theoretical framework. The healthcare industry in Saudi Arabia faces distinct cultural, organizational, and societal influences that shape leadership dynamics and employee satisfaction. By examining various leadership styles through the lens of SET, this review aims to provide insights into how different leadership approaches impact the social exchange processes between leaders and employees, ultimately influencing employee satisfaction. Drawing upon existing literature, this review examines key leadership styles prevalent in Saudi healthcare settings, including transformational, transactional, servant, democratic, and laissez-faire autocratic leadership. Each leadership style is analyzed in terms of its alignment with the principles of social exchange, considering the perceived rewards and costs experienced by employees within these leadership paradigms. Furthermore, the review explores the role of cultural factors in shaping leadership behaviours and employee perceptions of satisfaction, such as collectivism, hierarchy, and respect for authority. This review elucidates the complex interplay between leadership styles and employee satisfaction in Saudi healthcare contexts through a comprehensive synthesis of empirical studies and theoretical perspectives. The importance of leadership adaptability, cultural sensitivity, and relational dynamics in fostering positive social exchanges and enhancing employee satisfaction are highlighted. Moreover, the review identifies gaps in the literature and offers recommendations for future research and practical implications for healthcare leaders and organizations in Saudi Arabia.