Article Authors

Leadership Theories Discussed

Favorably (F)

Unfavorably (U)

Effective

Components of Theory

Ineffective/

Less Effective

Components of Theory

Desirable

Results

Mediating/

Moderating

Variables

Addo & Darety-

Baah, 2020 [2]

Transformational (F)

Transactional (U)

Passive (U)

follower involvement follower development Social Relationships personal value systems concern for people

idealized influence value employee contribution

knowledge sharing coaching mentoring monitoring inspiration charisma

parochial interests

reward/ performance

exchange

organizational performance culture definition morality motivation perceived support trust perceived care safe and healthy behavior policy compliance knowledge sharing

n/a

Armani, Petrini, & Santos, 2020 [3]

Sustainable (F)

value human development value the environment meet economic needs personal values organizational values ethics morals balance leader development responsibility for well-being of others cultural differences collaborative vision constant learning systems thinking interpersonal skills emotional awareness achievement & affiliation & power change agents focus on sustainability

financial obligations legal obligations financial results as KPI

solve social and environmental challenges develop communities create value strategy alignment change long-term survival and growth culture definition policy adoption shared values ethical behavior enhanced stakeholder relationships social legitimacy trust

n/a

Begum & Khan, 2020 [4]

Pakistan centered

model (F)

existing foreign models (U)

Persuasion Inspiration implementing change decision making communication skills interpersonal relations problem solving vigilance

insufficient/ irrelevant to Pakistan

sense of belonging and interdependency strategic human development organizational performance growth and change satisfied employees stakeholder co-ordination enthusiasm

n/a

Gierlich-Joas, Hess, & Rahild, 2020 [12]

Digital (F)

Transformational (F)

E-Leadership (F)

Shared (F)

Autocratic (U)

combination of human and technical skills data for transparency data for empowerment influence employee relations management coordinating tasks information processing collaboration flattening the hierarchy objectivity upward and downward transparency consent-based transparency participation self-realization individualized attention knowledge sharing long-term orientation shared organizational values mutually agreed upon control systems employee-centric participative style privacy protection influence

Hierarchy Surveillance centralized processes strict control mechanisms blame

organizational performance strategic alignment transparency and efficiency agility employee motivation empowerment learning trust accountability appropriate compensation (intrinsic and extrinsic) self-organized responsible job satisfaction

Agency Theory Control Theory

Görgens- Ekermans & Roux, 2021 [13]

Transformational (F)

Selflessness collective purpose communication vision/mission goal driven empowerment consideration for follower social skills management skills empathy individualized consideration confidence friendliness helpfulness fair decision making concern support role model leaders encouraging development participative decision making creativity accept challenges

n/a

employee performance positive follower attitude organizational success job satisfaction citizenship creativity organizational commitment perceived support trust respect shared sense of purpose

emotional intelligence

He & Yu, 2020 [14]

Strengths-Based (F)

Transformational (F)

Entrepreneurial (F)

Ethical (F)

Benevolent (F)

Humorous (F)

Empowering (F)

leveraging strengths encouraging innovation long-term thinking ability enhancing opportunity enhancing support self-evaluations analysis and feedback

n/a

Innovation organizational efficiency organizational productivity organizational success positive follower experience psychological well-being (happiness, adaptation, self- actualization) satisfaction with competence intrinsic motivation authentic self

n/a

Ilyana & Sholihin, 2021 [35]

Empowering (F)

Directive (U)

frequent interaction influence EI autonomy appreciation flexible work environment encouragement support resources challenges valuing employees

Directive Approach is insufficient stringent rules for behavior monitoring progress

Creativity adaptation/ change motivation organizational performance

Expectancy Theory Organizational Equilibrium Theory

Itzkovich, Heilburnn, & Aleksic, 2020 [5]

Complete Full Range of Leadership (F)

Full Range Leadership

Theory (U)

Transformational (U)

Transactional (U)

Laissez-Faire (U)

individualized consideration intellectual stimulation idealized influence inspirational motivation role model leader empowerment delegation leaders may display constructive and destructive behavior, real, complex people

other theories lack models for destructive leadership, negative styles and behaviors exchange of reward for compliance

personal development independent thinking creative thinking common vision trust/respect in leader motivation destructive behaviors have negative effects

n/a

Nair, Prasad, & Nair, 2021 [36]

Authentic

Leadership (F)

Ethical Leadership (F)

leader self-awareness leader self-acceptance Leader personal insight positivist approach leader experiences (triggers) confident hopeful optimistic resilient transparent moral/ethical future-oriented integrity authenticity self-awareness self-regulation self-development balanced processing of info illumination passion

n/a

authentic followership positive emotions satisfaction personal identification trust performance organizational citizenship well-being

LMX Theory

Nangoli et al., 2020 [37]

n/a

perceived leadership integrity adaptation/ change derive satisfaction from honest actions

n/a

organizational commitment organizational success job satisfaction job performance

Maslow Hierarchy of Needs

Nientied & Toska, 2021 [15]

Self-Leadership (F)

Empowering (F)

Transactional (F)

Transformational (F)

flexible decision making flattened hierarchy self-management entrepreneurial style empower followers autonomy self-regulation support strategic development

should give influence rather than have influence

flexible organization autonomy self-leadership employee satisfaction motivation creativity performance

n/a

Ouyang, Zhu, & Guo, 2020 [29]

Empowering (F)

Top-Down

Management (U)

value, recognize, trust employees employee power and control of work flattening hierarchy emphasize autonomy reduce institutional constraints interpersonal relationships recognizing individual differences

low enthusiasm

Retention enhanced professional identity job satisfaction employee sense of control employee confidence positive psychological state

n/a

Qihua, Haihua, & Chengjun 2020 [16]

Transformational (F)

Transactional (U)

intellectual stimulation inspirational motivation idealized influence individualized consideration

reward for exchange bad mood prohibitive voice

employee mood employee voice

cultural dimensions

Qui, Dooley, Deng, & Li, 2020 [38]

Ethical (F)

communication reinforcement decision making ethical beliefs and values fairness dignity respect role models zero tolerance ethics policy

n/a

voluntary commitment organizational citizenship work performance fairness dignity respect justice culture

n/a

Sepeng, Stander, Van Der Vaart, & Coxen, 2020 [39]

Authentic (F)

value based transparent supportive role model genuine steadfast motivating self-awareness positive self- development

n/a

org citizenship retention intention quality service optimism resiliency self-efficacy going beyond duties innovation altruism

Psychological Capital

Simões, Duarte, & Nunes, 2020 [40]

Ethical (F)

zero tolerance ethics policy ethical vigilance corporate social responsibility formal code of ethics normative framework value for all human and non-human stakeholders mitigating negative operations impacts role model behavior

favoring economic outcomes

no discrimination no disregard for individual no favoring those in power

n/a

Vandavasi, McConville, Uen, & Yepuru, 2020 [41]

Shared (F)

share leadership responsibilities share tasks knowledge sharing mutual influence knowledge management

n/a

effective teams innovation retention production creativity reputations

Social Network Theory Social Exchange Theory