Swanzy, Erasmus K.Leiva Ureña, DavidBerger, Rita, 1959-2025-06-172025-06-172025-04-281138-7416https://hdl.handle.net/2445/221609While research on leadership and employee physical ill-being is burgeoning, the short- and long-term mechanisms through which leadership influences employee physical ill-being remain underexplored. This research, grounded in leadership theories and the Job Demand-Resource (JD-R) theory, examines how transformational and abusive leadership behaviors influence employee physical ill-being through two conflictrelated negative motivational mechanisms (negative work–home interactions and job role conflict) and two negative affective mechanisms representing short-term (negative affect) and long-term (burnout) mechanisms. Employing a three-wave longitudinal design over 6 months (N = 234), our findings from a multilevel path analysis revealed that transformational and abusive leadership had respectful, negative and positive effects on employee physical ill-being via conflict-related negative motivational mechanisms and short- and long-term affective mechanisms. Notably, the influence of leadership behaviors on employee physical ill-being was more pronounced through the short-term affective mechanism (negative affect) than the long-term affective mechanism (burnout). Our findings provide a nuanced understanding of how leadership behaviors affect employee physical ill-being over time, shedding light on the dynamic interplay of motivational and affective pathways in this relationship.14 p.application/pdfengcc by (c) Swanzy, Erasmus K. et al., 2025https://creativecommons.org/licenses/by/4.0/Síndrome d'esgotament professionalQualitat de vida en el treballCondicions de treballLideratgeBurn out (Psychology)Quality of work lifeWork environmentLeadershipinfo:eu-repo/semantics/article7588262025-06-17info:eu-repo/semantics/openAccess