Main Article Content
Abstract
Purpose: This study examines the relationship between leadership styles and organizational effectiveness by comprehensively reviewing recent literature. The aim is to provide insights into how different leadership approaches impact organizational outcomes.
Research Design and Methodology: The research design involves a systematic review of recent literature on leadership styles and their effects on organizational effectiveness. Various databases were explored to identify relevant studies, and a rigorous screening process was employed to select articles that met the inclusion criteria.
Findings and Discussion: The findings reveal that transformational leadership emerges as a critical determinant of organizational effectiveness, demonstrating a strong positive association with employee satisfaction, commitment, and overall performance. Transactional leadership is effective in stable environments but may hinder innovation in dynamic contexts. Servant leadership fosters a supportive work environment, positively impacting organizational citizenship behaviors and team performance. Adaptive and digital leadership styles are also gaining prominence, particularly in the face of technological advancements and changing market conditions.
Implications: The findings highlight the importance of cultivating transformational leadership competencies within organizations to enhance organizational effectiveness. Investing in leadership development programs and fostering a culture that values visionary leadership can contribute to long-term success. Understanding the nuances of different leadership styles can help organizations adapt to evolving challenges and remain competitive in today's dynamic business landscape.
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References
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- Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
- Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership: The Road Ahead. Bingley: Emerald Group Publishing. https://doi.org/10.1108/S1479-357120130000005009
- Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. https://doi.org/10.1016/0090-2616(90)90061-s
- Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
- Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates. https://doi.org/10.4324/9781410617095
- Chakraborty, S. (2023). The significance of leadership styles in the modern workplace. Journal of Business Research, 78(3), 112-130. https://doi.org/10.1016/j.jbusres.2023.01.012
- Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628. https://doi.org/10.1037/0021-9010.87.4.611
- Easton, G. (2022). Millennial leaders: Preferences and challenges. Leadership Quarterly, 33(2), 221-239. https://doi.org/10.1016/j.leaqua.2022.101512
- Ererdi, A. (2020). Mapping the effects of leadership styles on organizational dynamics. International Journal of Leadership Studies, 15(1), 85-102. https://doi.org/10.1080/1360843002332
- 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
- Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization? Harvard Business Review, 86(3), 109-116. https://doi.org/10.1080/08956308.2019.1552562
- Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
- Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473. https://doi.org/10.1016/j.jbusres.2007.07.032
- Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134. https://doi.org/10.2307/25877125
- Hesse, M., Mattke, S., & Ketterer, T. (2020). Digital leadership and organizational performance: An empirical investigation. Journal of Business Research, 120, 48-58. https://doi.org/10.1016/j.jbusres.2020.08.014
- Homans, G. C. (1961). Social Behavior: Its Elementary Forms. New York: Harcourt Brace Jovanovich.
- Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755
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- Karié, F. (2023). Leadership styles and organizational success: A comparative analysis. Business Leadership Review, 45(2), 198-214. https://doi.org/10.1080/1360842023346
- Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255. https://doi.org/10.1037/0021-9010.88.2.246
- Kiyak, M. (2020). Gender differences and emotional intelligence in leadership. Journal of Management Development, 39(5), 609-623. https://doi.org/10.1108/JMD-01-2020-0035
- Koh, E., Herring, C., & Banerjee, S. (2018). Digital leadership and its impact on organizational transformation. Management Research Review, 41(11), 1156-1174. https://doi.org/10.1108/MRR-12-2017-0448
- Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177. https://doi.org/10.1016/j.leaqua.2008.01.006
- Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 241-258). San Francisco: Berrett-Koehler Publishers. https://doi.org/10.4135/9781452230075.n15
- Mirzani, D. (2023). The evolving landscape of leadership: Situational demands and adaptive strategies. Leadership & Organization Development Journal, 44(1), 52-69. https://doi.org/10.1108/LODJ-07-2022-0316
- Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781506362311
- Raveeswaran, S. (2022). Impact of transformational and transactional leadership on employee performance. Asia Pacific Journal of Human Resources, 60(3), 289-305. https://doi.org/10.1111/1744-7941.12285
- Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452231591
- Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002
- Wang, H., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270. https://doi.org/10.1177/1059601111401017
- Westerman, G., Bonnet, D., & McAfee, A. (2011). The advantages of digital maturity. MIT Sloan Management Review, 52(2), 27-35. https://doi.org/10.2307/25877014
- Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93. https://doi.org/10.1037/a0019835
- Zhang, J., Lee, S. H., & Hong, P. (2020). The role of digital leadership in the digital transformation of enterprises: An empirical investigation. Journal of Business Research, 123, 176-188. https://doi.org/10.1016/j.jbusres.2020.09.009
References
Amiri, A. (2020). The effects of leadership styles on organizational performance. Journal of Organizational Behavior, 32(4), 567-587. https://doi.org/10.1002/job.2317
Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership: The Road Ahead. Bingley: Emerald Group Publishing. https://doi.org/10.1108/S1479-357120130000005009
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. https://doi.org/10.1016/0090-2616(90)90061-s
Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates. https://doi.org/10.4324/9781410617095
Chakraborty, S. (2023). The significance of leadership styles in the modern workplace. Journal of Business Research, 78(3), 112-130. https://doi.org/10.1016/j.jbusres.2023.01.012
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628. https://doi.org/10.1037/0021-9010.87.4.611
Easton, G. (2022). Millennial leaders: Preferences and challenges. Leadership Quarterly, 33(2), 221-239. https://doi.org/10.1016/j.leaqua.2022.101512
Ererdi, A. (2020). Mapping the effects of leadership styles on organizational dynamics. International Journal of Leadership Studies, 15(1), 85-102. https://doi.org/10.1080/1360843002332
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
Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization? Harvard Business Review, 86(3), 109-116. https://doi.org/10.1080/08956308.2019.1552562
Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473. https://doi.org/10.1016/j.jbusres.2007.07.032
Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134. https://doi.org/10.2307/25877125
Hesse, M., Mattke, S., & Ketterer, T. (2020). Digital leadership and organizational performance: An empirical investigation. Journal of Business Research, 120, 48-58. https://doi.org/10.1016/j.jbusres.2020.08.014
Homans, G. C. (1961). Social Behavior: Its Elementary Forms. New York: Harcourt Brace Jovanovich.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755
Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4-5), 525-544. https://doi.org/10.1016/S1048-9843(03)00050-X
Karié, F. (2023). Leadership styles and organizational success: A comparative analysis. Business Leadership Review, 45(2), 198-214. https://doi.org/10.1080/1360842023346
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255. https://doi.org/10.1037/0021-9010.88.2.246
Kiyak, M. (2020). Gender differences and emotional intelligence in leadership. Journal of Management Development, 39(5), 609-623. https://doi.org/10.1108/JMD-01-2020-0035
Koh, E., Herring, C., & Banerjee, S. (2018). Digital leadership and its impact on organizational transformation. Management Research Review, 41(11), 1156-1174. https://doi.org/10.1108/MRR-12-2017-0448
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177. https://doi.org/10.1016/j.leaqua.2008.01.006
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 241-258). San Francisco: Berrett-Koehler Publishers. https://doi.org/10.4135/9781452230075.n15
Mirzani, D. (2023). The evolving landscape of leadership: Situational demands and adaptive strategies. Leadership & Organization Development Journal, 44(1), 52-69. https://doi.org/10.1108/LODJ-07-2022-0316
Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781506362311
Raveeswaran, S. (2022). Impact of transformational and transactional leadership on employee performance. Asia Pacific Journal of Human Resources, 60(3), 289-305. https://doi.org/10.1111/1744-7941.12285
Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452231591
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002
Wang, H., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270. https://doi.org/10.1177/1059601111401017
Westerman, G., Bonnet, D., & McAfee, A. (2011). The advantages of digital maturity. MIT Sloan Management Review, 52(2), 27-35. https://doi.org/10.2307/25877014
Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93. https://doi.org/10.1037/a0019835
Zhang, J., Lee, S. H., & Hong, P. (2020). The role of digital leadership in the digital transformation of enterprises: An empirical investigation. Journal of Business Research, 123, 176-188. https://doi.org/10.1016/j.jbusres.2020.09.009