Article Sidebar

Download
PDF
Statistic
Read Counter : 176 Download : 102

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.

Keywords

Leadership Styles Organizational Effectiveness Transformational Leadership Transactional Leadership Servant Leadership

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Irianti, I., Syarifuddin, S., & Haerani, A. (2024). Leadership Styles and Organizational Effectiveness: A Review of Recent Literature. Advances: Jurnal Ekonomi & Bisnis, 2(4), 201–212. https://doi.org/10.60079/ajeb.v2i4.316
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. 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
  2. Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
  3. 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
  4. 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
  5. Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452230037
  6. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates. https://doi.org/10.4324/9781410617095
  7. 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
  8. 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
  9. Easton, G. (2022). Millennial leaders: Preferences and challenges. Leadership Quarterly, 33(2), 221-239. https://doi.org/10.1016/j.leaqua.2022.101512
  10. 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
  11. 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
  12. 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
  13. Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
  14. 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
  15. Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134. https://doi.org/10.2307/25877125
  16. 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
  17. Homans, G. C. (1961). Social Behavior: Its Elementary Forms. New York: Harcourt Brace Jovanovich.
  18. 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
  19. 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
  20. Karié, F. (2023). Leadership styles and organizational success: A comparative analysis. Business Leadership Review, 45(2), 198-214. https://doi.org/10.1080/1360842023346
  21. 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
  22. 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
  23. 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
  24. 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
  25. 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
  26. 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
  27. Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781506362311
  28. 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
  29. Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks, CA: Sage Publications. https://doi.org/10.4135/9781452231591
  30. 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
  31. 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
  32. 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
  33. 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
  34. 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