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This study aims to tackle employees’ stress and emotions in periods of changes in leadership positions, especially if the leader to be replaced is previously found to be transformational.

Qualitative data are collected from WhatsApp conversations between different subordinates, hours around the declaration of the appointment decision. Data presentation includes messages exchanged, as well as photos, emojis and voice notes.

The participants’ messages reflected their stress. They are drained, desperate and praying God so their transformational leader is reappointed. Fear and sadness are the two types of emotion experienced by employees during the anticipation and confirmation stages of the change process, respectively. The emotional contagion among subordinates is revealed in the way the messages and the replies are very close in content.

The low number of participants makes the results obtained specific to the case itself. However, this study triggers future research addressing same research propositions under different leadership styles and in different cultures.

The value of this research lies in the topic addressed, as no literature is found discussing employees stress in periods of change in a transformational leadership position, specifically. Moreover, its originality lies in the method of data collection which depicts the participants’ live and real feelings and emotions on that moment.

This study aims to assess the effect of job insecurity, customer incivility and work–life imbalance on Lebanese bank employee workplace well-being (EWW), while investigating the moderating role that positive and negative affect might have.

Quantitative data was collected from 202 respondents and analyzed using structural equation modeling system through IBM SPSS and AMOS.

Results revealed that each of the independent variables has a negative, statistically significant effect on Lebanese bank EWW. The positive affect and the negative one are shown to have a moderating effect that lessens and boosts, respectively, these negative effects.

The study adds to the literature on EWW while highlighting the high-power distance and collectivist society that the research took place in.

Limitations include the sample size that was hoped to be larger, in addition to the self-reporting issue and what it entails in the data collection process.

The study has many practical implications, including the validation of a questionnaire in a developing Arab country, hence providing a reliable tool for researchers. HR specialists should lean toward applicants with positive affect, ensuring that their workplace is occupied by members with enhanced resilience. Furthermore, employers should support their employees’ professional growth, thus, boosting their employability during turmoil and consequently making them less vulnerable in times of economic recession.

The study’s unique context, depicted in the harsh economic and financial crisis, makes the findings on EWW of a high value.

The purpose of this paper is to find out if the characteristics, traits and leadership style of an effective university leader in Lebanon match those of a transformational one. Moreover, it is intended to shed light on the possible transferability of the transformational leadership’s success to the Middle-Eastern society where norms and values differ significantly from the North-American context where research extensively supported its positive effect.

Qualitative data were collected from semi-structured interviews conducted with eight faculty and two staff members chosen based on the purposiveness sampling technique. The researcher tape-recorded the interviews, then transcribed and coded the data before analyzing it.

Results revealed that the director demonstrated to a great extent all the characteristics that define a transformational leader, except when it comes to nepotism and to the lower level employees who are not usually invited to share in the decision-making process. He was able to successfully challenge the process, inspire and motivate all the campus’s employees. However, in order to generalize and conclude that the whole Lebanese higher educational setting encompasses and cherishes the transformational leadership style, additional research is to be undertaken.

Although Lebanon has long been a pioneer in the education field in the Middle-East, however, not enough studies are found on the various leadership styles exhibited by Lebanese university leaders, and here lies this research’s value.