| No | Source | Details | Category of Leadership style | |
| 1 | Christensen, D. F. (2010). A Comparison of the Leadership Styles of Administrators in Charge of Scheduling in Missouri’s Secondary Schools. University of Missouri-Columbia. Leadership Theories and Models, pp. 31-40 | Situational leadership stance accounts for two degrees of interaction between the leader and follower. In the directive leadership stance, the follower is given specific instructions and needs to be closely monitored and supervised by the leader. | Situational | |
| 2 | Rivers, M. N. (2019). A Review of Autocratic, Paternalistic, and Charismatic Leadership in three Collectivist Cultures. Emerging Leadership Journeys, Regent University, pp. 1-37 | An Autocrat leadership style is the exhibition of controlling behavior that centralizes both power and decision-making, with unilateral governance and little to no follower input or consideration. | Autocratic | |
| 3 | Kramer, C. A., & Allen, S. A. (2018). Transformational Leadership Styles Pre-and Post-Trauma. Journal of Leadership Education, 17(3),pp. 82-83 | Post traumatic growth is defined as “positive psychological change experienced as a result of the struggle with highly challenging life circumstances” | Transformational | |
| 4 | Yun, S., Faraj, S., & Sims Jr, H. P. (2005). Contingent Leadership and Effectiveness of Trauma Resuscitation teams. Journal of Applied Psychology, 90(6), 1288, pp.2-3 | A trauma team provides medical care to a patient who has experienced a trauma such as a gunshot. A new trauma team is constituted each time a patient arrives for treatment, and then the team dissolves after providing patient care. | Contingent | |
| 5 | Middleton, J., Harvey, S., & Esaki, N. (2015). Transformational Leadership and Organizational Change: How Do Leaders Approach Trauma-Informed Organizational Change Twice? Families in Society, 96(3), 155-163, pp.1-3 | Transformational leadership is concerned with the development of the fullest potential of individuals and their motivation toward the greater good versus their own self-interests, within a value-based framework. | Transformational | |
| 6 | VanderPal, G., & Brazie, R. (2022). Exploratory Study of Polyvagal Theory and Underlying Stress and Trauma That Influence Major Leadership Approaches. VanderPal, G., & Brazie, pp. 10-11 | Trauma carries both positive and negative implications on leadership models. Although few researchers have focused on the correlation between trauma and leadership development. | Charismatic | |
| 7 | Francis East, J., & Roll, S. J. (2015). Women, Poverty, and Trauma: An Empowerment Practice Approach. Social work, 60(4), 279-286, pp. 1-2 | Treatment interventions, while not the focus of this article, were based on feminist principles. As such, trauma-focused cognitive–behavioral therapy combined cognitive interventions with an emphasis on relationships, empowerment, and trust. | Situational | |
| 8 | Mikhail, S. (2021). Trauma-Informed Organizational Leadership (Doctoral Dissertation, Royal Roads University (Canada)), pp. 18-39 | Employees understood their role and what was expected of them, a reasonable workload, and the experiencing minimal conflict with others. Role autonomy is the amount of control one has in performing tasks or duties. | Authoritative / Bureaucratic | |
| 9 | Nguyen, Q., Kuntz, J. R., Näswall, K., & Malinen, S. (2016). Employee Resilience and Leadership Styles: The Moderating Role of Proactive Personality and Optimism. New Zealand Journal of Psychology (Online), 45(2), 13, pp. 1-2 | Empowering leadership, proactive personality and optimism were significantly related to resilient behaviors. | Transformational & Transactional | |
| 10 | Solaja, O. M., & Ogunola, A. A. (2016). Leadership Style and Multigenerational Workforce: A Call for Workplace Agility in Nigerian Public Organizations. Leadership, 21(01), 46-56, pp. 4-6 | Imperative for leaders to develop knowledge on how to address the differences in motivations, working styles, communication patterns and technological preferences of multigenerational workforces. | Situational | |
| 11 | Levenson, J. (2017). Trauma-Informed Social Work Practice. Social work, 62(2), 105-113, pp. 5-7 | Providing services by which social workers recognize the prevalence of early adversity in the lives of clients. | Transformational | |
| 12 | Kumdi, M. W. (2017). The İnfluence Of Corporate Culture On The Choice Of Managerial Leadership Style: A Study Of First Bank And Sterling Bank. International Journal of Social Sciences and Management Research, 3(8), 79-103, pp. 9-11 | The influence corporate culture has on the choice of managerial leadership styles. | Authoritative/ Bureaucratic | |
| 13 | Clarke, S. (2013). Safety Leadership: A Meta-Analytic review of Transformational and Transactional Leadership Styles as Antecedents of Safety Behaviors. Journal of Occupational and Organizational Psychology, 86(1), 22-49, pp. 4-5 | Active transactional leadership is important in compliance with rules and regulations, where transformational leadership leans towards encouraging employee participation in safety. | Transformational and Active Transactional | |
| 14 | Kramer, C. A. (2014). Changes in Military Leaders’ Transformational Leadership Styles after Trauma (Doctoral Dissertation, University of La Verne), pp. 33-44 | Leaders’ use of transformational leadership styles decline after exposure to a traumatic event. | Transformational | |
| 15 | D’Huyvetter, C., & Cogbill, T. H. (2014). A Novel Trauma Leadership Model Reflective of Changing Times. Journal of Trauma Nursing| JTN, 21(3), 103-108, pp. 2 | A 3-pronged team model established to develop leadership skills and lessen hierarchical differences. | Situational | |
| 16 | Leenstra, N. (2020) Trauma Leadership and ICU Shift-Handovers, pp. 21-46 | Two specific skill areas targeted for training: team leadership in acute care situations and handovers of complex patients. | Transactional | |