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 |