Despite extensive research suggesting that transformational leadership impacts employee well-being, numerous studies have failed to confirm this connection. This study examines the effect of transformational leadership on job satisfaction and stress among employees through the mediating roles of self-efficacy and resilience, drawing on social cognitive theory and conservation of resources theory. A survey of 205 teachers from private schools in Bahrain, Qatar, and Jordon was analyzed using Structural Equation Modelling (SEM). The findings reveal that transformational leadership significantly influences both job satisfaction and stress among employees. Furthermore, the analysis demonstrates that self-efficacy partially mediates the relationship between transformational leadership and job satisfaction, as well as between transformational leadership and job stress. However, while resilience does not mediate the link between transformational leadership and job satisfaction, it partially mediates the relationship between transformational leadership and job stress. These findings highlight the necessity of exploring further contextual elements to understand how particular leadership approaches meet the needs of their employees, leading to a more positive work environment.