ISSN: 2226-3624
Open access
This article's review and analysis of 90 articles about leadership styles published in 21 leadership journals between 2016 and 2022 demonstrate the relevant contributions of individual academics and institutes to research leadership styles. This study provides an integrated and comprehensive review of 90 publications on leadership styles published during five years (2016–2022), the articles, the categories mentioned as well as the methodologies used were analyzed in detail extending the topic in many ways. Firstly, the authors conducted content analysis on the articles in order to offer topic classification (main and subcategories). Secondly, the authors searched for publications by year and analyzed methodology, sector, and location. Finally, in order to highlight the most recent trend of research leadership styles over the mentioned time, this study includes certain key facts such as the number of papers published in each journal and year. In the end, this analysis illustrates where the literature has been and where it should go in the future.
Abdullahi, A. Z., Anarfo, E. B., & Anyigba, H. (2020). The impact of leadership style on organizational citizenship behavior: Does leaders’ emotional intelligence play a moderating role? Journal of Management Development, 39(9/10), 963–987. https://doi.org/10.1108/JMD-01-2020-0012
Alamir, I., Ayoubi, R. M., Massoud, H., & Hallak, L. A. (2019). Transformational leadership, organizational justice and organizational outcomes: A study from the higher education sector in Syria. Leadership & Organization Development Journal, 40(7), 749–763. https://doi.org/10.1108/LODJ-01-2019-0033
Al-Awlaqi, M. A., Aamer, A. M., Barahma, M. M., & Battour, M. (2021). The interaction between leadership styles and their followers’ human capital: A correspondence analysis approach applied to micro-sized businesses. Journal of Management Development, 40(1), 74–93. https://doi.org/10.1108/JMD-05-2019-0172
Alegbeleye, I. D., & Kaufman, E. K. (2020). Relationship Between Middle Managers’ Transformational Leadership and Effective Followership Behaviors in Organizations. Journal of Leadership Studies, 13(4), 6–19. https://doi.org/10.1002/jls.21673
Al-Ghazali, B. M. (2020). Transformational leadership, career adaptability, job embeddedness and perceived career success: A serial mediation model. Leadership & Organization Development Journal, 41(8), 993–1013. https://doi.org/10.1108/LODJ-10-2019-0455
*Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), 383–395. https://doi.org/10.1016/j.leaqua.2019.04.001
*Alvesson, M., & Kärreman, D. (2016). Intellectual Failure and Ideological Success in Organization Studies: The Case of Transformational Leadership. Journal of Management Inquiry, 25(2), 139–152. https://doi.org/10.1177/1056492615589974
Andersen, J. A. (2016). An Old Man and The “Sea of Leadership.” Journal of Leadership Studies, 9(4), 70–81. https://doi.org/10.1002/jls.21422
Araya-Orellana, J. P. (2022). Assessment of the Leadership Styles in Public Organizations: An Analysis of Public Employees Perception. Public Organization Review, 22(1), 99–116. https://doi.org/10.1007/s11115-021-00522-8
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199–218. https://doi.org/10.1016/1048-9843(95)90035-7
Avolio, B. J., & Walumbwa, F. O. (2014). Authentic leadership theory, research and practice: Steps taken and steps that remain. In The Oxford handbook of leadership and organizations (pp. 331–356). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199755615.001.0001
*Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed. edition). Free Press.
Ben Sedrine, S., Bouderbala, A., & Nasraoui, H. (2021). Leadership style effect on virtual team efficiency: Trust, operational cohesion and media richness roles. Journal of Management Development, 40(5), 365–388. https://doi.org/10.1108/JMD-10-2018-0289
*Braun, S. (2018). Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter? | SpringerLink. https://link.springer.com/article/10.1007/s10551-016-3078-x
*Braun, S., & Nieberle, K. W. A. M. (2017). Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment. The Leadership Quarterly, 28(6), 780–797. https://doi.org/10.1016/j.leaqua.2017.04.003
Busse, R., & Regenberg, S. (2019). Revisiting the “Authoritarian Versus Participative” Leadership Style Legacy: A New Model of the Impact of Leadership Inclusiveness on Employee Engagement. Journal of Leadership & Organizational Studies, 26(4), 510–525. https://doi.org/10.1177/1548051818810135
Cavazotte, F., Mansur, J., & Moreno, V. (2021). Authentic leadership and sustainable operations: How leader morality and selflessness can foster frontline safety performance. Journal of Cleaner Production, 313, 127819. https://doi.org/10.1016/j.jclepro.2021.127819
Cetin-Erus, Z., & Erus, B. (2020). The rise of domestic popular film production with new audience and changing industry structure: The case of popular cinema in Turkey. European Journal of Communication, 35(6), 565–579. https://doi.org/10.1177/0267323120928216
Chiniara, M., & Bentein, K. (2018). The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB. The Leadership Quarterly, 29(2), 333–345. https://doi.org/10.1016/j.leaqua.2017.05.002
Clinebell, S., Skudiene, V., Trijonyte, R., & Reardon, J. (2013). Impact Of Leadership Styles On Employee Organizational Commitment. Journal of Service Science (JSS), 6(1), 139–152. https://doi.org/10.19030/jss.v6i1.8244
Cohen, N. A., & Yoon, J. (2021). Who Makes Whom Charismatic? Leadership Identity Negotiation in Work Teams. Journal of Leadership & Organizational Studies, 28(1), 5–16. https://doi.org/10.1177/1548051820950372
Dartey-Baah, K., & Addo, S. A. (2018). Charismatic and corrective leadership dimensions as antecedents of employee safety behaviours: A structural model. Leadership & Organization Development Journal, 39(2), 186–201. https://doi.org/10.1108/LODJ-08-2017-0240
Eichenauer, C. J., Ryan, A. M., & Alanis, J. M. (2022). Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19. Journal of Leadership & Organizational Studies, 29(2), 190–207. https://doi.org/10.1177/15480518211010761
*Einola, K., & Alvesson, M. (2021a). The perils of authentic leadership theory. Leadership, 17(4), 483–490. https://doi.org/10.1177/17427150211004059
Einola, K., & Alvesson, M. (2021b). The perils of authentic leadership theory. Leadership, 17(4), 483–490. https://doi.org/10.1177/17427150211004059
Erben, G. S., & Güne?er, A. B. (2008). The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics. Journal of Business Ethics, 82(4), 955–968. https://doi.org/10.1007/s10551-007-9605-z
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132. https://doi.org/10.1016/j.leaqua.2018.07.004
Farahnak, L. R., Ehrhart, M. G., Torres, E. M., & Aarons, G. A. (2020). The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success. Journal of Leadership & Organizational Studies, 27(1), 98–111. https://doi.org/10.1177/1548051818824529
*Ford, J., & Harding, N. (2011). The impossibility of the ‘true self’ of authentic leadership. Leadership, 7(4), 463–479. https://doi.org/10.1177/1742715011416894
Fries, A., Kammerlander, N., & Leitterstorf, M. (2021). Leadership Styles and Leadership Behaviors in Family Firms: A Systematic Literature Review. Journal of Family Business Strategy, 12(1), 100374. https://doi.org/10.1016/j.jfbs.2020.100374
*Gardner, W. L., & Avolio, B. J. (1998). The charismatic relationship: A dramaturgical perspective. The Academy of Management Review, 23(1), 32–58. https://doi.org/10.2307/259098
*Gardner, W. L., Karam, E. P., Alvesson, M., & Einola, K. (2021). Authentic leadership theory: The case for and against. The Leadership Quarterly, 32(6), 101495. https://doi.org/10.1016/j.leaqua.2021.101495
Gardner, W. L., Lowe, K. B., Meuser, J. D., Noghani, F., Gullifor, D. P., & Cogliser, C. C. (2020). The leadership trilogy: A review of the third decade of The Leadership Quarterly. Leadership Quarterly, 31(1), 101379. https://doi.org/10.1016/j.leaqua.2019.101379
Gigol, T. (2020). Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement. Sustainability, 12, 1182. https://doi.org/10.3390/su12031182
Giolito, V. (2021). Servant Leadership Influencing Store-Level Profit: The Mediating Effect of Employee Flourishing | SpringerLink. https://link.springer.com/article/10.1007/s10551-020-04509-1
Grantham-Caston, M., & DiCarlo, C. F. (2021). Leadership Styles in Childcare Directors. Early Childhood Education Journal. https://doi.org/10.1007/s10643-021-01282-2
Groves, K. S. (2020). Testing a Moderated Mediation Model of Transformational Leadership, Values, and Organization Change. Journal of Leadership & Organizational Studies, 27(1), 35–48. https://doi.org/10.1177/1548051816662614
Günzel-Jensen, F., Jain, A. K., & Kjeldsen, A. M. (2018). Distributed leadership in health care: The role of formal leadership styles and organizational efficacy. Leadership, 14(1), 110–133. https://doi.org/10.1177/1742715016646441
Hameleers, M., Schmuck, D., Bos, L., & Ecklebe, S. (2021). Interacting with the ordinary people: How populist messages and styles communicated by politicians trigger users’ behaviour on social media in a comparative context. European Journal of Communication, 36(3), 238–253. https://doi.org/10.1177/0267323120978723
Hansbrough, T. K., & Schyns, B. (2018). The Appeal of Transformational Leadership. Journal of Leadership Studies, 12(3), 19–32. https://doi.org/10.1002/jls.21571
Heimann, A. L., Ingold, P. V., & Kleinmann, M. (2020). Tell us about your leadership style: A structured interview approach for assessing leadership behavior constructs. The Leadership Quarterly, 31(4), 101364. https://doi.org/10.1016/j.leaqua.2019.101364
Hiller, N. J., Sin, H.-P., Ponnapalli, A. R., & Ozgen, S. (2019). Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies. The Leadership Quarterly, 30(1), 165–184. https://doi.org/10.1016/j.leaqua.2018.11.003
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461
How Do Different Faces of Paternalistic Leaders Facilitate or Impair Task and Innovative Performance? Opening the Black Box—Zahide Karakitapo?lu-Aygün, Lale Gumusluoglu, Terri A. Scandura, 2020. (n.d.). Retrieved October 15, 2022, from https://journals.sagepub.com/doi/abs/10.1177/1548051819833380
Huang, T. Y., & Lin, C.-P. (2021). Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion. Journal of Leadership & Organizational Studies, 28(2), 207–220. https://doi.org/10.1177/1548051820979648
Imam, H., Naqvi, M. B., Naqvi, S. A., & Chambel, M. J. (2020). Authentic leadership: Unleashing employee creativity through empowerment and commitment to the supervisor. Leadership & Organization Development Journal, 41(6), 847–864. https://doi.org/10.1108/LODJ-05-2019-0203
Iqbal, A., Latif, K. F., & Ahmad, M. S. (2020). Servant leadership and employee innovative behaviour: Exploring psychological pathways. Leadership & Organization Development Journal, 41(6), 813–827. https://doi.org/10.1108/LODJ-11-2019-0474
Iszatt-White, M., Carroll, B., Gardiner, R. A., & Kempster, S. (2021). Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order. Leadership, 17(4), 389–394. https://doi.org/10.1177/17427150211000153
Jiang, H., & Men, R. L. (2017). Creating an Engaged Workforce: The Impact of Authentic Leadership, Transparent Organizational Communication, and Work-Life Enrichment. Communication Research, 44(2), 225–243. https://doi.org/10.1177/0093650215613137
Johnson, S. K., Murphy, S. E., Zewdie, S., & Reichard, R. J. (2008). The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders. Organizational Behavior and Human Decision Processes, 106(1), 39–60. https://doi.org/10.1016/j.obhdp.2007.12.002
Karakitapo?lu-Aygün, Z., Gumusluoglu, L., & Scandura, T. A. (2020). How Do Different Faces of Paternalistic Leaders Facilitate or Impair Task and Innovative Performance? Opening the Black Box. Journal of Leadership & Organizational Studies, 27(2), 138–152. https://doi.org/10.1177/1548051819833380
Khan, N. A., Hui, Z., Khan, A. N., & Soomro, M. A. (2021). Impact of women authentic leadership on their own mental wellbeing through ego depletion: Moderating role of leader’s sense of belongingness. Engineering, Construction and Architectural Management, ahead-of-print(ahead-of-print). https://doi.org/10.1108/ECAM-02-2021-0143
Kim, E.-J., & Park, S. (2020). Transformational leadership, knowledge sharing, organizational climate and learning: An empirical study. Leadership & Organization Development Journal, 41(6), 761–775. https://doi.org/10.1108/LODJ-12-2018-0455
Kim, S., & Shin, M. (2019). Transformational leadership behaviors, the empowering process, and organizational commitment: Investigating the moderating role of organizational structure in Korea. The International Journal of Human Resource Management, 30(2), 251–275. https://doi.org/10.1080/09585192.2016.1278253
Koo, H., & Park, C. (2018). Foundation of leadership in Asia: Leader characteristics and leadership styles review and research agenda. Asia Pacific Journal of Management, 35(3), 697–718. https://doi.org/10.1007/s10490-017-9548-6
Ladkin, D. (2021). Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self.” Leadership, 17(4), 395–400. https://doi.org/10.1177/1742715021999586
Lamprinou, V. D. I., Tasoulis, K., & Kravariti, F. (2021). The impact of servant leadership and perceived organisational and supervisor support on job burnout and work–life balance in the era of teleworking and COVID-19. Leadership & Organization Development Journal, 42(7), 1071–1088. https://doi.org/10.1108/LODJ-12-2020-0526
Larsson, M., Clifton, J., & Schnurr, S. (2021). The fallacy of discrete authentic leader behaviours: Locating authentic leadership in interaction. Leadership, 17(4), 421–440. https://doi.org/10.1177/17427150211015845
Le, D. T., Christopher, S., Nguyen, T. T. T., Pham, H. T. T., & Nguyen, P. T. L. (2021). How leadership styles influence organizational outcomes: An empirical study in Vietnamese SMEs. International Journal of Emerging Markets. https://doi.org/10.1108/IJOEM-01-2021-0092
Legutko, B. (2020). An Exploration of Authentic, Servant, Transactional, and Transformational Leadership Styles in Fortune 500 CEO Letters. Journal of Leadership Studies, 14(2), 44–51. https://doi.org/10.1002/jls.21683
Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Ahmed Bhutto, N. (2020). Unlocking employees’ green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation. Journal of Cleaner Production, 255, 120229. https://doi.org/10.1016/j.jclepro.2020.120229
Lin, W. (2018). How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation | SpringerLink. https://link.springer.com/article/10.1007/s10551-016-3314-4
Liu, Y., Fuller, B., Hester, K., Bennett, R. J., & Dickerson, M. S. (2018). Linking authentic leadership to subordinate behaviors. Leadership & Organization Development Journal, 39(2), 218–233. https://doi.org/10.1108/LODJ-12-2016-0327
Lonati, S. (2020). What explains cultural differences in leadership styles? On the agricultural origins of participative and directive leadership. The Leadership Quarterly, 31(2), 101305. https://doi.org/10.1016/j.leaqua.2019.07.003
Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams. Academy of Management Journal, 56(2), 573–596. https://doi.org/10.5465/amj.2011.0132
*Lowe, K., Avolio, B., & Dumdum, U. (2015). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. https://doi.org/10.13140/RG.2.1.3549.1681
Malter, M. S., Holbrook, M. B., Kahn, B. E., Parker, J. R., & Lehmann, D. R. (2020). The past, present, and future of consumer research. Marketing Letters, 31(2–3), 137–149. https://doi.org/10.1007/s11002-020-09526-8
Mi, L., Gan, X., Xu, T., Long, R., Qiao, L., & Zhu, H. (2019). A new perspective to promote organizational citizenship behaviour for the environment: The role of transformational leadership. Journal of Cleaner Production, 239, 118002.
https://doi.org/10.1016/j.jclepro.2019.118002
Miranda, S. R. (2019). Preferred leadership styles by gender. Journal of Management Development, 38(7), 604–615. https://doi.org/10.1108/JMD-01-2019-0034
Mitra, D. (2020). An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow. Journal of Leadership Studies, 14(1), 80–88. https://doi.org/10.1002/jls.21689
Mroz, J. E., Yoerger, M., & Allen, J. A. (2018a). Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender. Journal of Leadership & Organizational Studies, 25(3), 309–322. https://doi.org/10.1177/1548051817750542
Mroz, J. E., Yoerger, M., & Allen, J. A. (2018b). Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender. Journal of Leadership & Organizational Studies, 25(3), 309–322. https://doi.org/10.1177/1548051817750542
Mwesigwa, R., Tusiime, I., & Ssekiziyivu, B. (2020). Leadership styles, job satisfaction and organizational commitment among academic staff in public universities. Journal of Management Development, 39(2), 253–268. https://doi.org/10.1108/JMD-02-2018-0055
Nahum, N., & Carmeli, A. (2020). Leadership style in a board of directors: Implications of involvement in the strategic decision-making process. Journal of Management and Governance, 24(1), 199–227. https://doi.org/10.1007/s10997-019-09455-3
*Neuza, R., & Patrícia, A. (2020). How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment—Neuza Ribeiro, Ana Patrícia Duarte, Rita Filipe, Rui Torres de Oliveira, 2020. https://journals.sagepub.com/doi/abs/10.1177/1548051819842796
Newman, A., Neesham, C., Manville, G., & Tse, H. H. M. (2018a). Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises. The International Journal of Human Resource Management, 29(20), 2905–2926. https://doi.org/10.1080/09585192.2017.1359792
Newman, A., Neesham, C., Manville, G., & Tse, H. H. M. (2018b). Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises. The International Journal of Human Resource Management, 29(20), 2905–2926. https://doi.org/10.1080/09585192.2017.1359792
Oh, J., Cho, D., & Lim, D. H. (2018). Authentic leadership and work engagement: The mediating effect of practicing core values. Leadership & Organization Development Journal, 39(2), 276–290. https://doi.org/10.1108/LODJ-02-2016-0030
Ohemeng, F. L. K., Amoako-Asiedu, E., & Obuobisa Darko, T. (2018). The relationship between leadership style and employee performance: An exploratory study of the Ghanaian public service. International Journal of Public Leadership, 14(4), 274–296. https://doi.org/10.1108/IJPL-06-2017-0025
Parveen, M., & Adeinat, I. (2019). Transformational leadership: Does it really decrease work-related stress? Leadership & Organization Development Journal, 40(8), 860–876. https://doi.org/10.1108/LODJ-01-2019-0023
Politis, J. D., & Politis, D. J. (2018). Examination of the relationship between servant leadership and agency problems: Gender matters. Leadership & Organization Development Journal, 39(2), 170–185. https://doi.org/10.1108/LODJ-01-2016-0020
Raziq, M. M., Borini, F. M., Malik, O. F., Ahmad, M., & Shabaz, M. (2018). Leadership styles, goal clarity, and project success: Evidence from project-based organizations in Pakistan. Leadership & Organization Development Journal, 39(2), 309–323. https://doi.org/10.1108/LODJ-07-2017-0212
RESKIN, B. F., & ROSS, C. E. (1992). Jobs, Authority, and Earnings Among Managers: The Continuing Significance of Sex. Work and Occupations, 19(4), 342–365.
https://doi.org/10.1177/0730888492019004002
Ribeiro, N., Duarte, A. P., Filipe, R., & Torres de Oliveira, R. (2020). How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment. Journal of Leadership & Organizational Studies, 27(2), 189–202.
https://doi.org/10.1177/1548051819842796
Rodriguez, R. A., Green, M. T., Sun, Y., & Baggerly-Hinojosa, B. (2017). Authentic Leadership and Transformational Leadership: An Incremental Approach. Journal of Leadership Studies, 11(1), 20–35. https://doi.org/10.1002/jls.21501
Schaubroeck, J. M., Lam, S. S. K., & Peng, A. C. (2016). Can peers’ ethical and transformational leadership improve coworkers’ service quality? A latent growth analysis. Organizational Behavior and Human Decision Processes, 133, 45–58. https://doi.org/10.1016/j.obhdp.2016.02.002
Shaw, K.-H., & Liao, H.-Y. (2021). Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective. Journal of Leadership & Organizational Studies, 28(1), 31–44. https://doi.org/10.1177/1548051820957996
Spoelstra, S. (2019). The paradigm of the charismatic leader. Leadership, 15(6), 744–749. https://doi.org/10.1177/1742715019853946
Spoelstra, S., Butler, N., & Delaney, H. (2016). Never let an academic crisis go to waste: Leadership Studies in the wake of journal retractions. Leadership, 12(4), 383–397. https://doi.org/10.1177/1742715016658215
Sri Ramalu, S., & Janadari, N. (2020). Authentic leadership and organizational citizenship behaviour: The role of psychological capital. International Journal of Productivity and Performance Management, ahead-of-print. https://doi.org/10.1108/IJPPM-03-2020-0110
Stewart, D., Verbos, A. K., Birmingham, C., Black, S. L., & Gladstone, J. S. (2017). Being Native American in business: Culture, identity, and authentic leadership in modern American Indian enterprises. Leadership, 13(5), 549–570. https://doi.org/10.1177/1742715016634182
Svendsen, M., Unterrainer, C., & Jønsson, T. F. (2018a). The Effect of Transformational Leadership and Job Autonomy on Promotive and Prohibitive Voice: A Two-Wave Study. Journal of Leadership & Organizational Studies, 25(2), 171–183. https://doi.org/10.1177/1548051817750536
Svendsen, M., Unterrainer, C., & Jønsson, T. F. (2018b). The Effect of Transformational Leadership and Job Autonomy on Promotive and Prohibitive Voice: A Two-Wave Study. Journal of Leadership & Organizational Studies, 25(2), 171–183. https://doi.org/10.1177/1548051817750536
Tabassi, A. A., Roufechaei, K. M., Ramli, M., Bakar, A. H. A., Ismail, R., & Pakir, A. H. K. (2016). Leadership competences of sustainable construction project managers. Journal of Cleaner Production, 124, 339–349. https://doi.org/10.1016/j.jclepro.2016.02.076
Tintoré, M. (2019). Introducing a Model of Transformational Prosocial Leadership. Journal of Leadership Studies, 13(3), 15–34. https://doi.org/10.1002/jls.21664
*Torlak, N. G., Demir, A., & Budur, T. (2021). Decision-making, leadership and performance links in private education institutes. Rajagiri Management Journal. https://doi.org/10.1108/RAMJ-10-2020-0061
Wang, A.-C., Tsai, C.-Y., Dionne, S. D., Yammarino, F. J., Spain, S. M., Ling, H.-C., Huang, M.-P., Chou, L.-F., & Cheng, B.-S. (2018). Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance. The Leadership Quarterly, 29(6), 686–697. https://doi.org/10.1016/j.leaqua.2018.06.002
Wang, Z., Guan, C., Cui, T., Cai, S., & Liu, D. (2021a). Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective. Journal of Leadership & Organizational Studies, 28(4), 465–478.
https://doi.org/10.1177/15480518211010769
Wang, Z., Guan, C., Cui, T., Cai, S., & Liu, D. (2021b). Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective. Journal of Leadership & Organizational Studies, 28(4), 465–478.
https://doi.org/10.1177/15480518211010769
Wang, Z., Guan, C., Cui, T., Cai, S., & Liu, D. (2021c). Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective. Journal of Leadership & Organizational Studies, 28(4), 465–478.
https://doi.org/10.1177/15480518211010769
Weiss, M., Razinskas, S., Backmann, J., & Hoegl, M. (2018a). Authentic leadership and leaders’ mental well-being: An experience sampling study. The Leadership Quarterly, 29(2), 309–321. https://doi.org/10.1016/j.leaqua.2017.05.007
Weiss, M., Razinskas, S., Backmann, J., & Hoegl, M. (2018b). Authentic leadership and leaders’ mental well-being: An experience sampling study. The Leadership Quarterly, 29(2), 309–321. https://doi.org/10.1016/j.leaqua.2017.05.007
Wirawan, H., Jufri, M., & Saman, A. (2020). The effect of authentic leadership and psychological capital on work engagement: The mediating role of job satisfaction. Leadership & Organization Development Journal, 41(8), 1139–1154. https://doi.org/10.1108/LODJ-10-2019-0433
Zhang, Y., & Wei, F. (2021). SMEs’ charismatic leadership, product life cycle, environmental performance, and financial performance: A mediated moderation model. Journal of Cleaner Production, 306, 127147. https://doi.org/10.1016/j.jclepro.2021.127147
Zhang, Z. (2019). Does Servant Leadership Affect Employees’ Emotional Labor? A Social Information-Processing Perspective. Springerprofessional.De. https://www.springerprofessional.de/en/does-servant-leadership-affect-employees-emotional-labor-a-socia/15476032
Zhou, A., Yang, Z., Kwan, H. K., & Chiu, R. K. (2019). Work–family spillover and crossover effects of authentic leadership in China. Asia Pacific Journal of Human Resources, 57(3), 299–321. https://doi.org/10.1111/1744-7941.12203
Zhou, W., Lee, Y., & Jacobs, E. (2022). Leadership Style in Relation to Gender Role and Masculine Values: Being Daoist Water?Like or Agentic? Journal of Leadership Studies, 15(4), 18–33. https://doi.org/10.1002/jls.21800
Ziegert, J. C., Mayer, D. M., Piccolo, R. F., & Graham, K. A. (2021). Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning. Journal of Leadership & Organizational Studies, 28(2), 112–136. https://doi.org/10.1177/1548051820986536
In-Text Citation: (Hadziahmetovic et al., 2023)
To Cite this Article: Hadziahmetovic, N., Tandir, N., & Dzambi?, A. (2023). A Research Review of Leadership Styles. International Journal of Academic Research in Economics and Management and Sciences, 12(1), 166–182.
Copyright: © 2023 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode