Transformational leaders are those who intend to encourage their subordinates to take greater responsibility for their jobs, allowing them to assign tasks that will improve their performance and wellbeing. Whenever employees adjust their jobs to make them more in line with their own preferences, they are doing job crafting. This study aims to explore the sequential mediating role of psychological empowerment and job crafting between transformational leadership and employee wellbeing. Using a structured questionnaire, the data were collected from a random sample of frontline employees working in Egyptian airlines. A total of 416 questionnaires were analyzed through structural equation modeling using PLS-Smart. The empirical investigations of the study supported the propositions that transformational leadership was positively associated with psychological empowerment, job crafting, and employee wellbeing. Further, this study showed that psychological empowerment and job crafting were determined to be sequential mediating factors between transformational leadership and employee wellbeing. Building on these results, the study provided some implications and areas for future research.