Success in every organization is largely dependent on how well its leadership performs. Effective leadership is crucial in today's society because of the rising attrition rates and/or job switching rates brought on by the more intensely competitive environment. Effective competent leadership ensures maximum productivity and effectiveness in attaining an organization's goals. This study's goal is to compile and evaluate administrative leadership practices and job performance in the healthcare industry.It includes several research conducted by numerous academics on administrative leadership philosophies, work stress, and their performance in hospitals. According to the results, transactional leadership is second most frequently used by hospital administrators in Pakistan, followed by transformational leadership, with laissez-faire leadership being the least common. Leadership styles (transformational, transactional, and laissez-faire) and job enactment are significantly correlated. The association among styles of leadership and their effects on workers' tension was investigated by the Multifactor Leadership Questionnaire and the perceived stress scale instrument. The effects of different leadership philosophies on workplace stress were initially examined using the Pearson Correlation method. The outcomes demonstrated the direct impact of leadership. To improve employee work performance, the participative, transformational, and transactional leadership styles have been seen as beneficial and essential. The authoritative and laissez-faire leadership styles, in contrast, have been seen as obstacles to the productivity of employees. The study findings may serve as a guide to human resource department of medical setups fill the leadership positions with leadership styles supported by the empirical findings of current work. This study provides information and makes contributions on the role of workplace stress in mediating the link between transformational leadership and job performance in Pakistan's health care industry.
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