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Research Article | DOI: https://doi.org/10.31579/ 2692-9406/209
1 Riggs pharmaceuticals. Department of Pharmacy University of Karachi Pakistan.
2 GD Pharmaceutical Inc OPJS academy Rajasthan India.
3 Assistant Professor Dow University of Health Sciences Karachi Pakistan.
4 Associate Professor, arm of Pathology Dow University of Health Sciences, Karachi, Pakistan.
*Corresponding Author: Rehan Haider, Riggs pharmaceuticals. Department of Pharmacy University of Karachi Pakistan.
Citation: Rehan Haider, Geetha K. Das, Zameer Ahmed, Sambreen Zameer, (2025), Transformational and Toxic Leadership in the Pharmaceutical Industry: Assessing Their Impact on Employee Retention through Job Satisfaction and External Moderating Variables, J. Biomedical Research and Clinical Reviews, 10(3); DOI:10.31579/ 2692-9406/209
Copyright: © 2025, Rehan Haider. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Received: 14 March 2025 | Accepted: 21 March 2025 | Published: 27 March 2025
Keywords: transformational leadership; toxic leadership; pharmaceutical industry; job satisfaction; employee retention; external moderating factors
The leadership approach adopted within an organization plays a crucial role in shaping employee retention, especially in the competitive pharmaceutical industry. This research explores the impact of transformational and toxic leadership on employee retention, considering job satisfaction as a mediating factor and external variables as moderators. Transformational leadership, which emphasizes vision, inspiration, and employee development, contributes to a positive work environment, thereby enhancing job satisfaction and retention rates. In contrast, toxic leadership—characterized by authoritarianism, excessive control, and unethical conduct—diminishes job satisfaction and increases employee turnover.A mixed-methods research design is employed, integrating surveys and in-depth interviews with pharmaceutical employees across multiple levels. Structural equation modeling (SEM) is used to examine the relationships between leadership styles, job satisfaction, and retention, while external factors, including regulatory changes, competitive job markets, and economic trends, are analyzed to assess their moderating impact.The results demonstrate that transformational leadership has a positive correlation with job satisfaction, directly contributing to improved employee retention. Conversely, toxic leadership leads to increased job dissatisfaction and a heightened likelihood of employee turnover. Additionally, the influence of external moderating variables underscores the need for organizations to adapt leadership strategies based on industry-specific challenges. This study provides actionable insights for pharmaceutical firms to enhance leadership effectiveness, optimize employee engagement, and mitigate turnover.
The drug sector is a complex and very controlled industry place persuasive leadership is essential for administrative success. Leadership influences institution civilization, employee data, and overall trade performance. Transformational guidance, which focuses on inspiring, advising, and empowering attendants, has been recognized as an important determinant in fostering task satisfaction and maintaining ability. Studies indicate that operators occupied under transformational managers manifest higher inspiration, commitment, and output [1].
On the other hand, poisonous leadership, delimited by rude supervision, stiff control, and unethical behavior, has happened guide declining task vindication and rising change rates [2]. Employees subjects to poisonous guidance environments frequently experience psychological stress, decreased assurance to the organization, and injured job accomplishment [3]. Given the enthusiastic nature of drug manufacturing, these negative effects concede the possibility be more pronounced, jolting staff member well-being and output [4].
Retention in the drug sector is affected by two together internal and extrinsic factors, containing guidance style, work environment, repayment, course progression freedom, and industry contest. High change rates can disrupt movements, increase bringing in costs, and weaken administrative stability [5]. Job vindication plays a detracting role in attendant memory, as individuals the one feel treasured, supported, and instigated by their leaders are more inclined to wait and commit to the arranging [6].
External determinants such as supervisory changes, market contests, and business-related fluctuations further play a meaningful role in forming memory trends. The drug industry is very vying, offering skillful experts numerous course opportunities [7]. Additionally, supervisory modifications and mergers can influence job protection, further doing retention conclusions [8]. Employee turnover in cruel duties organizations, containing the drug sector, specifically having to do with, high regret rates can lead to disruptions in functional transmittal and reduced adeptness [9].
This study aims to evaluate the impact of transformational and poisonous leadership on staff member memory within drug manufacturing. By examining task satisfaction as an intervening changeable and external determinant as moderators, this research specifies insights that can help institutions nurture effective guidance, improve task delight, and reduce laborer change.
This study employs a mixed-design approach to draw comprehensive observations. Quantitative dossier is collected through organized surveys executed to pharmaceutical specialists at miscellaneous levels. The surveys measure leadership style, task satisfaction, and memory purposes. Qualitative data is obtained through meticulous interviews, providing nuanced perspectives on attendant knowledge. Structural equation displaying (SEM) works to analyze the connections between guidance styles, task satisfaction, and memory, while reversion analysis tests the restraining role of extrinsic variables in the way that industry requirements and job advertise environments.
Preliminary findings disclose that transformative leadership considerably embellishes job delight, chief to higher attendant retention. Employees under life-changing rulers report greater inspiration, obligation, and alignment accompanying administrative goals. In contrast, poisonous guidance practices result in unhappiness, stress, and increased change purposes. The study also labels key extrinsic variables that moderate these effects, containing task market competitiveness, supervisory pressures, and financial stability.
| Leadership Style | Key Characteristics | Impact on Job Satisfaction | Impact on Retention |
| Transformational | Visionary, inspiring, employee-focused | High | High |
| Toxic | Authoritarian, unethical, micromanaging | Low | Low |
The judgments highlight the fault-finding function of leadership styles in laborer retention. Transformational guidance supports a supportive and rousing work surrounding, reinforcing task satisfaction and general assurance. Toxic leadership, nevertheless, conceives a hostile air, advancing employee departures. The arbitrating function of external determinants suggests that while forceful guidance can mitigate manufacturing challenges, unfavorable external environments can infuriate retention issues. Companies must so select leadership programs to cultivate life-changing officers and mitigate the risks that guide poisonous leadership.
This study emphasizes the deep impact of leadership styles on attendant memory in the pharmaceutical subdivision. Organizations that invest in life-changing guidance can enhance task delight and reduce change, while those allowing toxic guidance risk unsuccessful valuable talent. External controlling factors further shape this movement, making necessary adaptive policies to experience workforce cohesion. Future research explores supplementary variables in the way that organizational ideas and employee comfort expand the understanding of leadership impact.
The realization concerns this research project would not have happened likely without the plentiful support and help of the whole and plans. We do not more our truthful acknowledgment of all those things the one risked a function in the progress having to do with this project. I at this time identify that: I have no economic or supplementary individual interests, really, or angled, in any matters that can influence or bias my candidness as one the ones address correct occurrences for a living concern this handwriting.
The authors recognize that they have no conflicts of interest.
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