META SHEET

Research Title: Leadership Styles and Their Impact on Employee Motivation

Course Instructor: Mr. Ali Owais
Students Names: AbdulRehman 21-UON-0001
Sadia Jamil 21-UON-0035
Muzaffar Ali 21-UON-0030
Ayeza Shahid 21-UON-0012

DEPARTMENT OF MANAGEMENT AND ADMINISTRATIVE SCIENCES

Sr. Title Year Journal Abstract Model/Variables Future Research

 Leadership
1 2022 Journal of Contemporary organizations must be adaptive [Link] Variable (DV): [Link] of Learning Processes:
and Leadership & and agile as the environment changes. To respond
Learning Organizational to change, leaders must find ways of integrating Learning outcomes at work. Investigate the specific learning processes
at Work: A Studies learning into everyday work experiences. This and mechanisms through which learning-
Systematic invites the question: how do leaders facilitate [Link] Variable (IV): oriented leadership influences individual
Literature individual, group and organizational learning? and organizational learning.
Learning-oriented leadership:
Review of Several studies have examined relationships
among leadership and learning and potential Explore how leaders facilitate knowledge
Learning- Leadership behaviors that promote sharing, experimentation, and reflection
mediating and moderating variables. However, learning and development among
oriented because this literature is extensive and fragha sir among team members to promote
employees. continuous learning.
Leadership nymented it is difficult to discern what is known
about how leadership contributes to individual, Leadership styles conducive to fostering a 2..Impact on Innovation and Creativity:
group and organizational learning. Accordingly, learning culture in the workplace.
there is a pressing need to assemble and evaluate Explore the relationship between learning-
the existing studies. To address this limitation of [Link] Variable (MeV): oriented leadership and organizational
the literature, this paper presents a systematic innovation and creativity.
review and critique of literature in this field. Our Employee engagement:
review of 105 studies suggests that there are Level of engagement in learning activities Investigate how leaders create an
statistically significant relationships between and initiatives. environment conducive to
different types of leadership and learning at the experimentation, risk-taking, and creative
individual, group, and organizational levels. n to participate in learning opportunities. problem-solving.
Furthermore, the findings indicate that these
relationships are often mediated by other [Link] Variable (MV): [Link] Development Programs:
variables. However, little is known about
moderators and boundary conditions. Based on Organizational factors: Design and evaluate leader development
the findings, it would be premature to say with programs aimed at enhancing learning-
Organizational culture and climate. oriented leadership competencies.
certainty that leadership causally influences
learning, since the empirical basis for such a Support for professional development. Assess the effectiveness of coaching,
claim is lacking. We outline the conceptual, mentoring, and training interventions in
theoretical, methodological, and empirical Availability of resources for learning. promoting learning-oriented leadership
refinements needed to guide future research on behaviors.
learning-oriented leadership and advance this Leadership development programs.
research trajectory. The findings of our review
and our conclusions will be informative for
researchers and practitioners.
The Journal of
2. Transformati 2020 Applied ABSTRACT [Link] Variable (DV): Future research should examine some
onal Behavioral Science intervening mechanisms underlying the
 Leadership Numerous studies have empirically test the Employees’ reactions to organizational relationship between transformational
and linkage between transformational leadership and change. leadership and reactions to organizational
Employees’ employees’ reactions to organizational change. change such as perceived planning actions
Reactions to However, no systematic attempt has been made to [Link] Variable (IV): and social support. Specifically,
Organization organize and summarize those findings. Based on transformational leaders are good at
al Change: a sample of 30 empirical studies that included 39 Transformational leadership: informing the employees about future
Evidence independent effect sizes and 12240 participants, Leadership behaviors characterized by changes and preparing them to act
From a this meta-analysis found that transformational inspiration, motivation, and vision. according to proposed goals. Based on
Meta- leadership exhibited a) a positive relationship such planned change, employees will
Analysis with commitment to change, openness to change, Leaders' charisma and ability to influence understand in advance the reasons for such
and readiness for change, b) a negative followers. change and anticipate the benefits during
correlation with resistance to change and the process, which will evoke positive
cynicism about change, and c) a nonsignificant [Link] Variable (MeV): attitudes toward organizational change and
correlation with support for change. Moderation supportive behaviors (Nery et al., 2019).
analyses showed that in cross-sectional (versus Employee attitudes toward change: In addition, as organizational change can
longitudinal) designs, transformational leadership be stressful in terms of processes and
exhibited a stronger correlation with openness to emotional attachment and investment in outcomes, it is a context where support
change and cynicism about change. Using Bass the change process. from others becomes particularly
and Avolio’s scale (versus Podsakoff et al.’s), [Link] Variable (MV): meaningful (Smollan & Morrison, 2019).
transformational leadership exhibited a stronger Transformational leaders provide social
correlation with resistance to change. In the Organizational factors: support for employees. Such support may
eastern (versus western) cultural context, reduce the burden of difficult tasks and
transformational leadership exhibited a stronger Organizational culture and climate. signals to the receivers that they not alone,
correlation with commitment to change and which in turn has the potential to reduce
resistance to change. In low-level (versus high- Communication channels and employees’ stressful feelings and to
level) journals, transformational leadership transparency regarding the change increase their positive attitudes towards
exhibited a stronger correlation with commitment process. organizational change (Smollan &
to change, openness to change and support for Morrison, 2019). We call on future 33
Individual factors:
change. This study highlights the value of research to empirically examine the above
incorporating transformational leadership theory Employee demographics (e.g., age, issues.
into the literature on change reactions to obtain a tenure).
better understanding of how leaders facilitate or
hinder organizational change. Previous experience with organizational
change.
 National Library
3. 2021 of Msedicine Servant Leadership is a holistic approach [Link] Variable (DV): In future research, face-to-face interaction
Servant whereby leaders act with morality, showing great (i.e. individual interviews or focus groups)
concern for the company’s stakeholders and Employee engagement. could provide better insights and more
Leadership engaging followers in multiple dimensions, such meaningful data specifically with regards
as emotional, relational and ethical, to bring out [Link] Variable (IV): to servant leadership, even though the
and
their full potential and empower them to grow Servant leadership: possibility of influencing participants with
Employee into what they are capable of becoming. Servant comments by the researcher would be
leadership has been linked through various Leadership behaviors characterized by higher. The results of the study cannot be
Engagement: mediators to positive individual and collective empathy, humility, and empowerment. generalized to the consulting industry, as
outcomes, including behavioral, attitudinal, and the sample consisted in a limited number
A Qualitative
performance. Among follower attitudinal [Link] Variable (MeV): of respondents and was taken from a
Study outcomes, the present study aims at deepening the single organization. However, the purpose
relationship between servant leadership and Trust in leadership: of the present paper was not that of
employee engagement in a large Italian obtaining generalizable results through a
consulting firm; first, by assessing the Employees' perception of leaders' quantitative analysis, but rather that of
implementation of a servant leadership approach integrity and sincerity. gaining qualitative in-depth insights on the
through a survey based on SL-7; second, by Willingness to follow leaders' guidance relationship between servant leadership
qualitatively investigating the servant leadership and direction. and employee engagement in a typical
experiences lived by junior employees and their large Italian consulting firm. Future
influence on individual engagement though a [Link] Variable (MV): studies could assess whether this servant
semi-structured questionnaire. The findings of the leadership approach is implemented by
study suggest that employee engagement is Organizational factors: different consulting firms and the effect on
positively influenced by servant leadership the engagement of employees. Moreover,
through various mediators, either leader-centered, Organizational culture and climate. the relationship between the two
such as empowerment, team-centered, such as constructs under study may not necessarily
Alignment of organizational goals and
team cohesion, organization-centered, such as be the same with outside consulting.
values with servant leadership principles.
positive organizational climate, job-centered, Quantitative correlational studies could
such as challenging tasks, and employee- Individual factors: additionally expand the scope of the
centered, such as proactive personality. Some research by assessing the main differences
factors also emerged to hinder the relationship Employee demographics (e.g., age, and commonalities across various
between servant leadership and employee tenure). industries.
engagement, particularly those related to the
working environment: namely, high pressure, Previous experience with servant
poor work-life balance and remote-working. The leadership.
article also provides theoretical and practical
implications and identifies potential areas for Perceived psychological safety and
future research on servant leadership. openness to new leadership approaches.
 International
4 The 2022 Journal of ABSTRACT [Link] Variable (DV): [Link] Studies:
Influence of Entrepreneurship
Leadership and Business Purpose – This systematic literature review aims Employee performance. Conduct longitudinal research to assess
Style on Management to synthesize several studies related to the how changes in leadership styles over time
Employee influence of leadership style on employee [Link] Variable (IV): impact employee performance outcomes.
Performance performance. Methodology/approach – This
study was compiled using Preferred Reporting Leadership style: Investigate the sustainability of different
:A
Systematic Items for Systematic Review and Meta-Analysis leadership styles in driving long-term
Transformational leadership. improvements in employee performance.
Literature from research related to the influence of
Review organizational culture on employee performance. Transactional leadership.
The data collection method uses the Population, [Link] Mechanisms:
Intervention, Comparison, and Outcome methods Laissez-faire leadership. Explore the underlying mechanisms
using 2 accesses, namely Google Scholar and through which different leadership styles
Wiley Online Library. A total of 259 data were Servant leadership.
influence employee performance, such as
filtered using data inclusion criteria so that 30 employee attitudes (e.g., job satisfaction,
data were obtained that were by the eligibility Autocratic leadership.
organizational commitment) and behaviors
standards. Findings – it was found that there were Democratic leadership. (e.g., motivation, engagement).
forty-five (45) hypotheses related to leadership
style and employee performance. Based on the [Link] Variable (MeV): Investigate the role of specific leadership
effect and function of the data variables, they are behaviors (e.g., communication,
grouped into four (4), namely, a significant Job satisfaction. empowerment) as mediators in the
positive effect, no influence and mediating relationship between leadership style and
variables, and moderating variables. Organizational commitment. employee performance.
Novelty/value – From the many types of
Employee motivation. [Link]-Cultural Studies:
leadership styles and various types of
organizations, it is necessary to classify various Job engagement.
studies related to leadership styles and employee Conduct cross-cultural comparisons to
performance in the last 5 years starting from 2017 [Link] Variable (MV): assess how the effectiveness of different
to 2022. This systematic literature review uses leadership styles varies across diverse
data from Scopus and Coopernicus-indexed Organizational factors: cultural contexts.
journals.
Organizational culture and climate. Investigate cultural dimensions that
moderate the relationship between
Leadership support and communication. leadership style and employee
performance outcomes.
Performance management systems.

Perception of fairness and equity.

 Organization
5. Leadership 2021 Development ABSTRACT [Link] Variable (DV): [Link]-Cultural Comparison:
styles and Journal
Leadership matters; it is crucial for the success of Organizational outcomes. Conduct comparative studies across different
organization cultural contexts to explore variations in the
al outcomes: organizations and concerns building and effectiveness of leadership styles on organizational
A study maintaining effective teams. In every [Link] Variable (IV): outcomes.
across organization, the leader needs to motivate,
improve efficiency, achieve growth and create a Leadership styles: Investigate how cultural dimensions (e.g.,
international
good atmosphere, clearly not an easy task in individualism vs. collectivism, power distance)
hubs Transformational leadership. moderate the relationship between leadership styles
today’s world. Leaders are constantly seeking to and organizational outcomes.
find which leadership style is the most effective Transactional leadership.
to improve organizational outcomes and [Link] Studies:
consequently achieve their goals. The purpose of Laissez-faire leadership.
Conduct longitudinal research to assess how
the present article is to investigate the
[Link] Variable (MeV): changes in leadership styles over time impact
relationship between leadership styles and the organizational outcomes.
organizational outcomes (considering
effectiveness, job satisfaction, and extra effort). A Employee attitudes and behaviors: Explore the sustainability of leadership styles in
multifactor leadership questionnaire, MLQ-5x driving long-term organizational success across
Job satisfaction. international hubs.
Rater Form, was completed by a sample of 167
employees from different multinational Organizational commitment. [Link] Development Programs:
companies. Based on the study, leaders need to
adopt a more transformational leadership Employee motivation. Evaluate the effectiveness of leadership
approach and avoid passive-avoidance attributes development programs tailored to the unique
Team cohesion and collaboration. cultural contexts of international hubs.
in order to increase positive organizational
outcomes as well as company success and Investigate the role of cultural intelligence training
[Link] Variable (MV):
recognition. The scope of the research is limited in enhancing leaders' ability to adapt their styles to
to corporate sales hubs from 7 different diverse international settings.
Cultural factors:
companies and employees from 31 different
[Link] and Remote Leadership:
nationalities. National culture dimensions (e.g.,
individualism vs. collectivism, power Examine the impact of remote work arrangements
distance).. and virtual leadership on the effectiveness of
different leadership styles.
Industry-specific factors:
Explore how leaders can leverage technology to
enhance communication, collaboration, and
Nature of the industry (e.g., technology, engagement across international teams.
healthcare, finance).
6. The 2022 International ABSTRACT Dependent Variable (DV): Research on the effect of leadership style
Influence of Journal of on performance is very diverse. Starting
Leadership Purpose – This systematic literature review aims Employee performance. from the various leadership styles, and
Style on Entrepreneurship to synthesize several studies related to the the various indicators used to the
Employee and Business influence of leadership style on employee Independent Variable (IV): mediating and moderating variables that
Performance Management performance. Methodology/approach – This contribute to increasing or decreasing
study was compiled using Preferred Reporting Leadership style:
:A influence. Leadership style is an aspect of
Systematic Items for Systematic Review and Meta- Transformational leadership. an organization that has a very important
Literature Analysis from research related to the influence role in achieving organizational goals. So
Review: A of organizational culture on employee Democratic leadership. the selection of a leadership style that is
Systematic performance. The data collection method uses the by local culture and wisdom needs to be
Literature Population, Intervention, Comparison, and [Link] Variable (MeV): considered. Whether or not leadership
Review Outcome methods using 2 accesses, namely style influences performance depends
Google Scholar and Wiley Online Library. A Employee attitudes and behaviors: heavily on the suitability of the
total of 259 data were filtered using data leadership style used by an organization.
inclusion criteria so that 30 data were obtained Job satisfaction.
This research can be developed by
that were by the eligibility standards. Findings – Organizational commitment. conducting a more detailed grouping.
it was found that there were forty-five (45)
hypotheses related to leadership style and Employee motivation. Future Researchers can:
employee performance. Based on the effect
and function of the data variables, they are Job engagement. Investigate the moderating effects of
grouped into four (4), namely, a significant cultural factors on the relationship
positive effect, no influence and mediating [Link] Variable (MV): between leadership style and employee
variables, and moderating variables. performance across different regions.
Organizational factors:
Novelty/value – From the many types of
leadership styles and various types of Explore longitudinal studies to understand
Organizational culture and climate. how changes in leadership style over time
organizations, it is necessary to classify various
studies related to leadership styles and impact employee performance.
Leadership support and communication.
employee performance in the last 5 years Examine the role of technology and
starting from 2017 to 2022. This systematic Employee factors: remote work arrangements in shaping the
literature review uses data from Scopus and effectiveness of different leadership styles
Coopernicus-indexed journals. Individual characteristics (e.g., skills,
experience). on employee performance.

Role clarity and autonomy.

Perception of fairness and equity.

7. The Impact 2023 International ABSTRACT [Link] Variables (DVs): [Link] meta-analytic studies to
of Journal of quantitatively synthesize the effects of
Transformati Advanced Transformational leadership is a prominent Employee engagement. transformational leadership on employee
onal Research in leadership style known for its positive impact on engagement and performance across
Leadership Science, employee engagement and performance. This Employee performance. various industries.
on Communication comprehensive review aims to synthesize existing
research literature to explore the relationship [Link] Variable (IV): [Link] the boundary conditions
and Technology
Employee (IJARSCT) between transformational leadership, employee ransformational leadership: under which transformational leadership is
Engagement engagement, and employee performance. most effective in enhancing employee
and Through a systematic analysis of empirical Inspirational motivation. engagement and performance.
Performance studies, this review seeks to shed light on the
:A mechanisms through which transformational Idealized influence. [Link] the mechanisms through which
Comprehensi leadership influences employee engagement and, transformational leadership influences
ve Review subsequently, enhances overall performance [Link] Variables (MeVs): different dimensions of employee
within organizations performance, such as task performance
Employee attitudes and behaviors: and contextual performance.
Job satisfaction.

Organizational commitment.

Work engagement.

Task performance.

Contextual performance.

[Link] Variables (MVs):

Organizational factors:

Organizational culture and climate.

Leadership support and communication.

Performance management systems.

Employee factors:
8 Effect of 2021 City University ABSTRACT [Link] Variables (DVs): 1. Authentic leadership is an emerging 8.
Authentic Research Journal field, researchers should analyze it with
Leadership The purpose of this study was to examine the Job satisfaction. different angles and different variables.
on Job effect of authentic leadership on employee
Satisfaction engagement and job satisfaction of employees Employee engagement. 2. There is a dire need for finding the
and working in public sector universities operating in effect of authentic leadership on
Peshawar. The faculty members working at [Link] Variable (IV): employee commitment, loyalty,
Employee
Engagement University of Peshawar, Islamia College Authentic leadership: willingness and other attitudes.
University, University of Agriculture and
University of Engineering and Technology were Self-awareness. 3. Students of academic research should
considered as the target population of the study. work on authentic leadership because
From these employees, 143 were selected as a Transparency. third world country employees facing
sample of the study using proportional allocation huge difficulties regarding their [Link]
method. Descriptive statistics, regression Ethical behavior. findings of this study are implemented in
technique and reliability statistics were used to structured way in return it will give
analyze the data. As per the results of reliability Balanced processing. fruitful results to the organizations and
statistic, scales for authentic leadership (α = their managers.
[Link] Variables (MeVs):
0.827), employee engagement (α = 0.924) and job
satisfaction (α = 0.744) were found reliable. 4. Conduct longitudinal studies to explore
Psychological factors: the long-term effects of authentic
Results of regression analysis reveal that
authentic leadership has a significant and positive Trust in leadership. leadership on job satisfaction and
effect on employee engagement and also has a employee engagement.
positive and significant effect on job satisfaction. Perceived organizational support.
5. Investigate the influence of authentic
It is concluded that there is desire need to focus leadership on specific dimensions of job
Perceived leader integrity.
on authentic leadership in developing countries. satisfaction and employee engagement,
The study findings if implemented will be fruitful Psychological empowerment. such as affective, cognitive, and
for organizations and their employees. behavioral components.
[Link] Variables (MVs):
6. Explore cross-cultural variations in the
Organizational factors: effectiveness of authentic leadership on
job satisfaction and employee engagement.
Organizational culture and climate.
7. Examine the role of organizational
Individual factors: interventions and training programs in
Employee demographics (e.g., age, developing authentic leadership behaviors
tenure). and their impact on employee outcomes.
 Experience with authentic leadership.

9 Impact of 2021 The Strategic ABSTRACT [Link] Variables (DVs): [Link] the role of specific
Employee Journal of motivational factors (e.g., recognition,
Motivation Business and The scoping review study aimed to review the Organizational performance measures: rewards, autonomy) in driving
on Change different studies about employee motivation and organizational performance outcomes in
Organization Management its impact on organizational performance. Productivity. the public sector.
al Scoping review research was based on the Arksey
and O’Malley framework. The systematic Efficiency. [Link] the impact of employee
Performance
: A Scoping searches were mostly conducted in ProQuest, Effectiveness. motivation on different dimensions of
Review Web of Science, Statista, and Google Scholar organizational performance, such as
Paper for for studies published in the period between Financial performance. service quality, innovation, and public
Public Sector 2010 and 2020. The review focused on how trust.
employee motivation, through its different Customer satisfaction.
aspects such as rewards & recognition, [Link] the effectiveness of various
management styles, workplace environment, and [Link] Variable (IV): motivational interventions and strategies
employee characteristics, influences tailored to the unique characteristics of
organizational performance. The review showed Employee motivation: the public sector workforce.
that, to a greater extent, employee motivation is Job satisfaction.
much linked to organizational performance. [Link] comparative studies across
However, there are additional factors that different public sector organizations to
Engagement. identify best practices and factors that
influence the ability of an employee to perform
efficiently. The theoretical and editorial literature Commitment. contribute to successful employee
reviewed in this study indicated that the different motivation initiatives.
aspects of motivation are essential to [Link] Variables (MeVs):
employees’ level of job performance.
Mechanisms through which employee
motivation impacts organizational
performance:

Employee attitudes and behaviors (e.g.,

job satisfaction, organizational
commitment).

[Link] Variables (MVs):

Contextual factors specific to the public

sector:
 Government policies and regulations.

Bureaucratic structures and processes.

10. The Impact 2021 International ABSTRACT [Link] Variables (DVs): [Link] the impact of
of Gender Journal of Science intersectionality (e.g., race, ethnicity, age)
on and Research The purpose and aim of this research are to show Leadership effectiveness. on the relationship between gender,
Leadership (IJSR) 1 and evaluate the impact of gender and the leadership styles, and effectiveness.
Styles and effectiveness (Decision making and relationships) Organizational outcomes influenced by
Leadership between transformational leadership and leadership effectiveness (e.g., team [Link] the role of organizational
Effectiveness transactional leadership respectively in real estate performance, employee satisfaction). context in shaping the leadership
and construction companies. In addition, to bring behaviors and effectiveness of individuals
to light whether male leaders are more effective [Link] Variable (IV): of different genders.
than female leaders, or the opposite. Data were Gender:
collected from 267 respondents in Istanbul, [Link] the influence of follower
sample of Turkish firms based on the study model Male. characteristics and perceptions on the
data were examined using the Statistical Package effectiveness of male and female leaders.
for the Social Sciences (SPSS) software by Female.
applying frequency distribution tables also bar [Link] longitudinal studies to assess
charts of questionnaire (part A) and further Non-binary/transgender. changes in gender dynamics in leadership
correlation, R-Square, ANOVA and Regression over time and their implications for
Analysis for questionnaire (part B). Results show Gender fluidity. organizational outcomes.
that the relationship between gender, [Link] Variables (MeVs):
transformational leadership and transactional
leadership and their effectiveness (Decision Leadership styles:
making and Relationships) in the companies is
positive. This study has analyzed through Transformational leadership.
descriptive approach that was used to study about
demographic profile of companies in Istanbul, Transactional leadership.
and TRFL and TRSL items have been developed
Laissez-faire leadership.
to test the hypothesis. Five-point Likert scale
questionnaire and Seven-point Likert scale Situational leadership.
questionnaire has been adopted for data
collection, the reliability statistics of all items was [Link] Variables (MVs):
0.887 for men and 0.915 for women which is
excellent, in order to measure the relationship Organizational factors:
among variables correlation a test was used,
regression analysis R-Square interpretation, Organizational culture and climate.
 ANOVA was used to show the impact of DM and Support for gender diversity and
R on TRFL and TRSL of the companies. inclusion.
Statistical analysis also showed results and
suggestions for this model.

11 Leadership 2022 Journal of ABSTRACT [Link] Variables (DVs): [Link] Analysis:

Styles and Leadership &
Psychological Organizational Psychological empowerment has become a Psychological empowerment: Conduct moderator analyses to explore
Empowerme Studies popular construct in organizational research and potential factors that may influence the
nt: A Meta- practice. Leadership ranks high among the best Meaningfulness of work. relationship between leadership styles and
Analysis predictors of employees’ psychological psychological empowerment.
empowerment, yet little is known about which Competence.
leadership styles prove more effective than Investigate how contextual factors such as
ndent Variables (IVs): organizational culture, industry type, and
others. This meta-analysis investigates the effects
of four leadership styles on psychological Leadership styles: national culture moderate the effects of
empowerment. More specifically, we test whether different leadership styles on
empowering leadership evokes more Transformational leadership. psychological empowerment.
psychological empowerment than
transformational leadership, servant leadership, or Transactional leadership. [Link] Studies:
transactional leadership. We found that Conduct longitudinal studies to examine
empowering, transformational and servant Laissez-faire leadership.
the long-term effects of leadership styles
leadership contribute almost equally to [Link] Variables (MeVs): on psychological empowerment.
psychological empowerment. No relationship was
found with transactional leadership. In an Psychological factors: Investigate how changes in leadership
explorative manner, we tested the effects on the styles over time impact employees'
different dimensions of psychological Employee attitudes and beliefs. perceptions of psychological
empowerment. We found that the leadership empowerment and its outcomes.
styles had a weaker influence on the competence Perception of organizational support.
dimension of psychological empowerment. We [Link] Analysis:
Motivation and engagement.
also investigated the effects of several moderators
on the relationships with psychological Explore potential mediating mechanisms
Perceived autonomy and control. through which leadership styles influence
empowerment: country culture (power balanced
freedom (PBF)), study design (cross-sectional vs. [Link] Variables (MVs): psychological empowerment.
multi-wave studies) and publication status
(published vs. unpublished). We found no Organizational factors: Investigate how variables such as
moderating effects of culture, which indicates the employee engagement, job satisfaction,
universally empowering effects of the leadership Organizational culture and climate. and perceived organizational support
styles. The relationships between leadership and mediate the relationship between
Employee factors: leadership styles and psychological
 empowerment were somewhat weaker when data Individual characteristics (e.g., empowerment.
were collected at different measurement points, personality traits, job role).
and publication bias does not seem to be an issue
in this research field. Perception of fairness and equity.

12 Emotional 2017 Human Resource ABSTRACT [Link] Variables (DVs): [Link] Studies:
Intelligence Development
and Review There is an ongoing debate between the Transformational leadership: Conduct longitudinal studies to examine
Transformati proponents and skeptics of emotional intelligence the long-term effects of emotional
onal (EI) with regard to its contribution to leadership Idealized influence. intelligence on transformational leadership
Leadership: effectiveness in organizational settings. Not behaviors and organizational outcomes.
aiming to address all the leadership styles Inspirational motivation.
A Review of
Empirical exhaustively, this research looked into the Investigate how changes in emotional
[Link] Variables (IVs): intelligence over time influence leadership
Studies relationship between EI and transformational
leadership (TL) by reviewing the accumulated Emotional intelligence (EI) dimensions: effectiveness and follower perceptions.
research assets in the existing literature. After the
staged review, 20 empirical studies covering five Self-awareness. [Link] Analysis:
different continents were chosen for an in-depth Explore potential mediating mechanisms
analysis. The results show that most studies Self-regulation.
through which emotional intelligence
provide empirical support of the relationship, influences transformational leadership.
with variances in identifying subfactors of EI and [Link] Variables (MeVs):
TL that further explicate the EI–TL relationship. Leader behaviors and actions: Investigate how variables such as leader-
At the same time, the remaining studies are found follower relationships, communication
to be skeptical, not fundamentally denying the Communication effectiveness. effectiveness, and team dynamics mediate
relationship, but commonly pointing out the the relationship between emotional
problem with EI measures and emphasizing the [Link] Variables (MVs): intelligence and transformational
need for more valid and reliable assessment tools. leadership.
Building on these findings, the present research Organizational factors:
suggests implications for practice and research in [Link]-Cultural Comparisons:
Organizational culture and climate.
the human resource development (HRD) field.
Conduct cross-cultural comparisons to
Leadership support and communication. examine the generalizability of findings
Team dynamics and cohesion. across different cultural contexts.

Employee factors: Investigate whether the relationship

between emotional intelligence and
Individual differences in emotional transformational leadership varies in
 intelligence. culturally diverse settings and the
implications for leadership practices.
Perceived job autonomy and control.

Work-related stress and demands.

13 Leadership 2020 Journal of ABSTRACT [Link] Variables (DVs): [Link] of Contextual Factors:
styles and Management
employees’ Development Purpose: This study aims to investigate the Employee motivation: Investigate how contextual factors specific
work effects of transformational and transactional to non-profit organizations (e.g., mission
outcomes in leaders’ behaviors on employees’ affective Job satisfaction. orientation, volunteer involvement,
nonprofit commitment and organizational citizenship funding sources) influence the relationship
behavior in the context of nonprofit organizations Engagement. between leadership styles and employee
organizations
: the role of (NPOs). [Link] Variables (IVs): motivation.
work
engagement Design/methodology/approach: Data were Leadership styles: Explore the role of organizational culture
conducted from 400 employees working in Italian and values in shaping leadership practices
t NPOs in the North of Italy. For verifying the Transformational leadership. and their impact on employee motivation.
hypotheses of this study, structural equation
modeling techniques were implemented. Transactional leadership. [Link] Studies:

Findings: It was found that both transformational [Link] Variables (MeVs): Conduct longitudinal studies to examine
and transactional leaderships influenced the long-term effects of leadership styles
positively affective commitment and Organizational factors: on employee motivation in non-profit
organizational citizenship behavior, and work organizations.
engagement was revealed to have significant Organizational culture and climate.
positive mediating effects on the relationship Investigate how changes in leadership
Leadership support and communication. styles over time impact employee
between the variables examined in this study.
motivation and organizational outcomes.
Team dynamics and cohesion.
Practical implications: The results of this study
may be beneficial to leaders and supervisors of [Link] Studies:
Employee factors:
NPOs, specifically regarding the influence of the Conduct comparative studies to compare
leaders’ behaviors on the employees’ outcomes. [Link] Variables (MVs): the effectiveness of different leadership
Originality/value: Due to the limited number of Non-profit sector characteristics: styles in motivating employees across non-
studies conducted on leadership in nonprofit profit and for-profit sectors.
organizations, this study theoretically and Mission-driven culture.
[Link] Research:
empirically contributes to the leadership literature
 as it is the first study to investigate the two styles Volunteerism and altruism. Use qualitative research methods such as
of leadership on work-related outcomes via work interviews and focus groups to gain deeper
engagement in the nonprofit sector. Resource constraints and financial insights into the perceptions and
pressures. experiences of employees regarding
leadership styles and their impact on
Leader characteristics: motivation.
Leader-member exchange (LMX).

14 The effect of 2019 Management ABSTRACT [Link] Variables (DVs): [Link] Studies:
leadership Science Letters
style, This study aims to determine the effect of Employee performance: Conduct longitudinal studies to examine
organization leadership style, organizational culture and the long-term effects of leadership style,
al culture motivation Individual task performance. organizational culture, and motivation on
and employee performance.
partially on the performance of permanent Team performance.
motivation
on employee lecturers at Universitas Maarif Hasyim Sidoarjo. Investigate how changes in leadership
The Organizational performance indicators practices, culture, and motivational factors
performance (e.g., productivity, profitability, customer over time impact employee performance
object of this research is associated with the satisfaction). and organizational outcomes.
development of the world of education, while the
scope [Link] Variables (IVs): [Link] and Moderation Analysis:

of research concentrates on the area of Ngelom, Leadership style: Explore potential mediating mechanisms
Megare Sepajang Taman, Indonesia. The type of Transformational leadership. through which leadership style,
organizational culture, and motivation
research is descriptive with explanatory research. Transactional leadership. influence employee performance.
Sampling is conducted by proportional stratified
Laissez-faire leadership. Investigate how contextual factors such as
random sampling method. The population of this organizational climate, employee attitudes,
study includes all lecturers at Maarif Hasyim Servant leadership. and job characteristics moderate the
Latif relationship between these variables and
Charismatic leadership. employee performance.
University. Data analysis uses multiple linear
regression analysis. The results show that [Link] Variables (MeVs): [Link]-Cultural Comparisons:
Leadership
Employee attitudes and behaviors: Conduct cross-cultural comparisons to
Style, Organizational Culture, and Motivation examine the generalizability of findings
simultaneously influence on the Performance of Job satisfaction. across different cultural contexts.
Permanent Lecturers.
[Link] Variables (MVs):
 Organizational factors: Investigate whether the relationships
between leadership style, organizational
Size and structure of the organization. culture, motivation, and employee
performance vary in culturally diverse
Industry type and competitive settings and the implications for leadership
environment. practices.
Organizational climate and support.

15 Cross- 2024 International ABSTRACT [Link] Variables (DVs): [Link] Case Studies:
cultural Journal of Science
leadership and Research This review explores the dynamic landscape of Leadership effectiveness: Conduct comparative case studies to
styles in Archive cross-cultural leadership styles within examine the application of leadership
multinational multinational corporations (MNCs). As Follower satisfaction. styles in multinational corporations
corporations: organizations expand globally, understanding the operating in diverse regions.
intricate interplay of cultural nuances on Team performance.
A
comparative leadership becomes imperative for sustainable Compare leadership practices and
[Link] Variables (IVs): outcomes across various industries,
literature success. This study delves into existing research
review to compare and contrast various cross-cultural Leadership styles: geographical locations, and organizational
leadership styles prevalent in MNCs, aiming to sizes to identify best practices.
provide insights into the complexities and Transformational leadership.
challenges faced by leaders operating in diverse [Link] Studies:
cultural contexts. The review identifies key Transactional leadership.
Conduct longitudinal studies to track
cultural dimensions, such as individualism changes in leadership styles and their
collectivism, power distance, uncertainty Cross-cultural leadership competencies.
impact on organizational performance over
avoidance, masculinity-femininity, and long-term Support for international assignments. time.
orientation, which significantly influence
leadership behaviors across different societies. [Link] Variables (MeVs): Explore how shifts in cultural dynamics,
Scholars argue that effective cross-cultural market conditions, and global events
leadership requires a nuanced approach that Flex and awareness. influence leadership practices and cross-
acknowledges and integrates these cultural cultural adaptation.
dimensions. The analysis highlights how leaders approaches.
must navigate cultural diversity, adapt their [Link] Studies:
Cultural sensitivity
communication styles, and cultivate a global
mindset to foster collaboration and cohesion Design and implement cross-cultural
Trust in leadership. leadership development interventions
within multinational teams. Additionally, the
review sheds light on the role of cultural Job satisfaction. aimed at enhancing leaders' cultural
intelligence (CQ) and its impact on leadership intelligence and adaptive capabilities.
 effectiveness in MNCs. Leaders with high CQ Moderating Variables (MVs): Evaluate the effectiveness of training
demonstrate the ability to comprehend, adapt, and programs, coaching initiatives, and
capitalize on cultural differences, fostering National and organizational culture: organizational practices in fostering cross-
positive outcomes in diverse organizational cultural leadership competence.
settings. The synthesis of literature also addresses Cultural distance between home and host
the challenges faced by leaders, including countries. [Link] and Virtual Leadership:
ethnocentrism, stereotype biases, and the need for Organizational climate for diversity and
continuous learning and development in the face Investigate the role of technology in
inclusion. facilitating cross-cultural leadership in
of evolving global business landscapes. By
comparing findings from various studies, this virtual and geographically dispersed
review contributes to a comprehensive teams.
understanding of cross-cultural leadership in Explore how digital communication tools
MNCs. It emphasizes the need for leadership and virtual collaboration platforms can
development programs that cultivate cultural support effective leadership practices
awareness and sensitivity, ultimately fostering across cultural boundaries.
adaptive and effective leaders capable of
navigating the intricate web of global business
environments. As organizations strive for
international success, the insights gleaned from
this review provide a foundation for refining
leadership strategies that align with the diverse
cultural fabric of multinational workforces.

16 Leadership's 2023 Walden ABSTRACT [Link] Variables (DVs): [Link]-Cultural Studies:

Impact on Dissertations and
Employee Doctoral Studies Leadership is a major factor in terms of Employee work motivation: Conduct cross-cultural studies to examine
Work motivating employees, leading to enhanced how leadership styles influence employee
Motivation performance. A study was conducted to examine Job satisfaction. motivation and performance across
and the influence of supervisory leadership style on different cultural contexts.
employee work motivation and job performance Engagement.
Performance
in organizations, specifically in a K-12 school Investigate cultural differences in
[Link] Variables (IVs): leadership preferences, effectiveness, and
setting. The main goal was to determine if there is
a relationship between the type of leadership their implications for employee outcomes.
demonstrated by school administrators and its
impact on the teaching staff’s motivation and Leadership styles: [Link] Studies:
performance. Data for this quantitative study Conduct longitudinal studies to explore the
were gathered and analyzed from various public Leader-member exchange (LMX):
long-term effects of leadership on
and private schools and included a sample of 100 employee motivation and performance.
Quality of relationship between leaders
participants. The predictor variable leadership and followers. Track changes in leadership behaviors,
was assessed using the Implementation organizational factors, and employee
Leadership Scale, and the criterion variables Trust, respect, and communication outcomes over time to identify trends and
work motivation was assessed using the Work between leaders and followers. causal relationships.
Preference Inventory. Employee performance
was assessed using the job Performance Rating [Link] Variables (MeVs): [Link] and Moderation Analysis:
Scale. Data were analyzed using SPSS. Results Employee attitudes and behaviors:
indicated that there is a significant relationship Conduct mediation and moderation
between leadership and work motivation, as well analyses to uncover the underlying
Job satisfaction. mechanisms and boundary conditions of
as leadership and employee performance. Based
on the findings, managers need to determine Organizational commitment. the relationship between leadership,
approaches to working with their employees to employee motivation, and performance.
improve motivation and performance. Results Perceived fairness and equity.
Explore how factors such as organizational
showed that implementing good leadership styles climate, job design, and individual
assists workers with work motivation and Role clarity and goal alignment.
characteristics moderate the effects of
employee performance in school institutions. Psychological factors: leadership on employee outcomes.
Managers can use transformational leadership to
improve workplace relations, morale, and [Link] Variables (MVs): [Link] Development
ultimately performance. Interventions:
Organizational factors:
Design and implement leadership
Organizational culture. development interventions aimed at
enhancing leadership effectiveness in
Organizational climate. motivating and performance.
Work environment and job design. Evaluate the effectiveness of leadership
Performance feedback mechanisms. training programs, coaching initiatives,
and mentoring interventions in fostering
Employee characteristics: positive employee outcomes.

Individual differences (e.g., personality [Link] and Virtual Leadership:

traits, demographic factors).
Investigate the role of technology in
Work experience and tenure. facilitating virtual leadership and its
impact on employee motivation and
Perceived job significance and performance.
meaningfulness.
Explore how digital communication tools
and remote work arrangements influence
 leadership practices and employee
engagement.

17 A study of 2021 Wesleyan Journal ABSTRACT 1. Dependent Variables (DVs): [Link] Inquiry:
impact of of Research
Leadership The purpose of this research is to study the 2. Employee motivation: Utilize qualitative research methods such
Styles on impact of leadership style on employee as interviews or focus groups to gain
employee motivation. The aim of this study is to review of Intrinsic motivation.
deeper insights into the subjective
Motivation the literature on the impact of leadership on
Extrinsic motivation. experiences of healthcare employees
employee motivation. Researcher has reviewed
regarding different leadership styles.
the relevant research work of the last decade. Job satisfaction.
This study shows that there is positive impact of Explore the perceived effectiveness of
leadership style on employee motivation. Engagement. leadership behaviors and their influence on
Leadership style provides the guidelines to employee motivation from the perspective
achieve common goals. Good leaders always give [Link] Variables (IVs): of healthcare professionals.
correct direction to employee and motivate them
Leadership styles: [Link] of Leadership
to do work effectively. Good leaders inspire
Development Programs:
followers to utilise their potential and capacity to
achieve organisational goal. The main function of Quality of relationship between healthcare
leaders and employees. Evaluate the effectiveness of leadership
a leader is to guide and motivate followers to
development programs in enhancing
increase productivity and profit. A leader has Trust, respect, and communication
significant role in the functioning of business, leadership skills and fostering employee
between leaders and healthcare motivation in healthcare organizations.
leader has impact on the organisational objectives professionals.
and subordinators.
Examine the impact of specific leadership
[Link] Variables (MeVs):
training initiatives on employee
Employee attitudes and behaviors: engagement and job satisfaction.
3. Exploration of Technology
Job satisfaction. Integration:
Organizational commitment. Investigate how the integration of
 [Link] Variables (MVs): technology (e.g., telemedicine platforms,
digital communication tools) impacts
Organizational factors: leadership practices and employee
motivation in the healthcare sector.
Organizational culture.
Explore the role of digital leadership and
Organizational climate. virtual team management in maintaining
employee motivation and engagement in
Work environment and job design. remote healthcare settings.
Performance feedback mechanisms.

18 Leadership 2017 The Journal of ABSTRACT [Link] Variables (DVs): [Link] Development Programs:
styles and Developing Areas
employees’ Leadership deficit has been Pakistan’s most Employee motivation: Evaluate the effectiveness of leadership
motivation: pressing issue for decades, and this problem is development programs tailored to the
Perspective even more pervasive in public organizations than Intrinsic motivation. specific needs and challenges of emerging
from an private sector. Tackling the leadership crisis is economies in enhancing leadership skills
now increasingly a question of what constitutes Extrinsic motivation. and fostering employee motivation.
emerging
economy an appropriate leadership style to augment Job satisfaction.
motivation of employees. Thus the purpose of the Examine the impact of leadership training
study is to explore the intriguing question of the Engagement. initiatives on employee engagement, job
most pragmatic leadership style and its potential satisfaction, and organizational
impact on employees’ motivation. For this [Link] Variables (IVs): performance.
purpose, autocratic, democratic, and laissez-faire
styles are considered as independent variables, Leadership styles: [Link] Integration:
while employees’ motivation is the dependent Explore the role of technology in
variable. Data is collected via survey Transformational leadership.
facilitating leadership practices and
questionnaire, based on closed-ended Multifactor Transactional leadership. employee motivation in emerging
Leadership Questionnaire (MLQ), from a sample economies.
of 110 senior level and middle level managers Laissez-faire leadership.
working at WAPDA, an autonomous organization Investigate how digital leadership tools,
of Pakistan working under the administrative Charismatic leadership. virtual communication platforms, and
control of federal government for the remote work arrangements impact the
development of energy resources. Descriptive Autocratic leadership. effectiveness of different leadership styles.
statistics, reliability statistics, multiple regression
Democratic leadership. [Link] Leadership and Corporate
model and analysis of variance are deployed to
test hypotheses of the study and derive practical 3..Mediating Variables (MeVs): Social Responsibility (CSR):
implications. Autocratic leadership style is found
 to be more dominant and exhibits significant Employee attitudes and behaviors: Investigate the role of ethical leadership
negative relationship with employees’ and CSR initiatives in promoting
motivation, whereas democratic and laissez-faire Job satisfaction. employee motivation and organizational
leadership styles are shown to positively predict commitment in emerging economies.
motivation of employees. However, the positive Organizational commitment.
relationship between democratic leadership and Examine how leaders' ethical behavior and
Perceived fairness and equity. commitment to social responsibility
employees’ motivation comes out to be
insignificant, which depicts the bureaucratic and Role clarity and goal alignment. influence employee perceptions of
decentralized nature of the organization. The fairness, trust, and job satisfaction.
research findings are in line with the theoretical [Link] Variables (MVs):
assumptions for autocratic and laissez-faire style, [Link] Well-Being and Work-Life
but inconsistent with democratic leadership style. Organizational factors: Balance:
The paper proposes the preference for democratic Explore the relationship between
and laissez-faire leadership style in the face of Organizational culture.
leadership styles, employee well-being,
deleterious bureaucratic environment. Though Organizational climate. and work-life balance in emerging
few researchers investigated the relationship economies.
between leadership styles and employees’ Level of experience and expertise.
performance, there is hardly any study that Investigate how supportive leadership
focuses on bureaucratic environment of an behaviors and organizational policies
emerging economy. The study offers broader contribute to employee satisfaction, mental
policy implications to strengthen institutions by health, and overall quality of life.
establishing democratic leadership style. In a
context marked by bureaucracy and sluggishness,
top management needs to focus on leadership
development programs and pursuance of
democratic leadership style.

19 The Role of 2015 Contemporary ABSTRACT [Link] Variables (DVs): [Link] Inquiry:
Ethical Issues Surrounding
Leadership Ethical Research This chapter reveals the role of ethical leadership Ethical organization: Utilize qualitative research methods such
in Ethical Methods and in ethical organizations, thus illustrating the as interviews or focus groups to gain
Organization Practice theoretical and practical overviews of ethical Ethical climate. deeper insights into the subjective
s: A leadership, organizational ethical culture, and experiences of employees regarding
organizational ethical climate; the significance of Ethical culture. ethical leadership practices.
Literature
Review organizational ethical climate in organizational Ethical behavior.
performance; and the significance of ethical Investigate the role of ethical leadership in
shaping organizational values, norms, and
leadership and organizational ethical culture in Ethical decision-making. ethical decision-making processes.
ethical organizations. The utilization of ethical
leadership is crucial for ethical organizations that
seek to serve suppliers and customers, increase
business performance, strengthen [Link] Variables (IVs): [Link] Perspectives:
competitiveness, and achieve continuous success Ethical leadership: Expand the focus beyond employees to
in global business. Therefore, it is essential for include other stakeholders such as
ethical organizations to explore their ethical Integrity. customers, suppliers, and community
leadership applications, promote a strategic plan members in examining the impact of
to systematically evaluate their practical Transparency. ethical leadership on organizational ethics.
advancements, and urgently respond to the ethical
leadership needs of organizational members in Fairness. Investigate how ethical leadership
ethical organizations. Applying ethical leadership practices influence stakeholder perceptions
in ethical organizations will greatly improve Respect for stakeholders.
of trust, credibility, and reputation.
organizational performance and reach business [Link] Variables (MeVs):
goals in the social media age. [Link] Leadership Interventions:
Employee attitudes and behaviors:
Design and implement interventions aimed
Ethical awareness. at promoting ethical leadership behaviors
and fostering ethical cultures within
Organizational commitment. organizations.

Job satisfaction. Evaluate the effectiveness of ethical

leadership training programs, coaching
Trust in leadership. initiatives, and leadership development
interventions in enhancing ethical
[Link] Variables (MVs): practices.
Organizational factors: [Link] of Technology:
Organizational values and norms. Explore the role of technology in
Organizational structure and governance. promoting ethical leadership practices and
facilitating ethical communication and
Organizational policies and procedures. decision-making within organizations.

Organizational accountability Investigate how digital leadership tools

mechanisms. and platforms can be used to promote
transparency, accountability, and ethical
Employee characteristics: governance.
 Moral identity.

Ethical orientation.

20 A Study of 2019 International Employee Motivaton is the key factor to help up [Link] Variables (DVs): [Link] Integration:
Employee Journal of the capacity of an association. In the globalization
Motivation in Engineering and stage, each organization needs to continue itself Employee motivation: Investigate the role of technology in
Organization Management in a furiously focused market. Representatives are enhancing employee motivation, such as
Research the fundamental elements to show the business Intrinsic motivation. gamification, digital rewards systems, and
objectives into the real world. Subsequently, in online collaboration tools.
Extrinsic motivation.
the present world each association attempts to
deal with its human asset office to keep its Explore how remote work arrangements
Job satisfaction. and virtual team environments impact
representatives inspired. In that specific
circumstance, some of the administration Work engagement. employee motivation and engagement.
speculations have been rehearsing by them. [Link] Well-Being and Work-Life
Business work or their presentation in the market [Link] Variables (IVs):
Balance:
can be assessed by surveying the degree of
inspiration of representatives. Inspiration can Organizational factors:
Examine the relationship between
assume a lead job to get the expert achievement Leadership styles. employee motivation, well-being, and
in each budgetary year in a less exertion way. work-life balance, considering factors such
While trying to find what inspires representatives, Organizational culture. as workload, job flexibility, and support
representative inspiration inquire about papers for work-life integration.
report that what spurs laborers today is Rewards and recognition.
fundamentally connected to the qualities and Investigate how organizational policies
objectives of the person. Starting in the 1970's, it [Link] Variables (MeVs): and practices related to employee health
appears that there was a sensational move in the and wellness impact motivation and job
Employee attitudes and behaviors: satisfaction.
qualities and needs of the ordinary laborer. As
individuals turned out to be progressively taught Organizational commitment.
and the economy saw a sharp decay of the [Link] and Managerial Practices:
Protestant hard working attitudes, what Job involvement.
representatives needed from their managers Explore the impact of different leadership
changed also. Role clarity and goal alignment. styles and managerial practices on
employee motivation, including the role of
Psychological empowerment. supportive leadership behaviors, feedback
mechanisms, and performance
[Link] Variables (MVs): management processes.

Employee characteristics: Investigate how leadership development

programs and training initiatives can
Age, gender, and tenure. enhance managers' ability to motivate and
engage their teams.
Educational background and skills.