The well-being and mental health of the employees are of crucial importance to the performance, satisfaction, and productivity of the organization. This study investigates the linkages among job demands, workplace culture, organizational culture, and leadership styles on collective employee experience and performance outcomes. Increased job demands unaccompanied by matched resource availability, for instance, autonomy and social support, lead to stress-induced burnout and significant damage to commitment and efficiency. Well-desired workplace cultures have been linked to open communication, inclusiveness, and recognition, creating a culture where employees feel valued and motivated. This is reinforced by an organization-wide culture congruent with ethical leadership and employee development. Employee well-being is at the mercy of leadership styles, in that transformational and servant leadership facilitate motivation and growth, while the application of authoritarian and transactional styles can lead to stress and disengagement. The paper presents solutions for some of these workplace problems based on evidence. A call so made will require strategic interventions that create enabling work environments with supportive high-performance cultures. Organizations that prioritise employee well-being through balanced job demands, inclusive cultures, and effective leadership styles will enhance productivity and reduce employee turnover while creating the base for sustainable growth in the ongoing changes in workplaces.