literature review on leadership theories pdf

• A-Z Publications

Annual Review of Psychology

Volume 60, 2009, review article, leadership: current theories, research, and future directions.

• Bruce J. Avolio 1 , Fred O. Walumbwa 2 , and Todd J. Weber 3
• View Affiliations Hide Affiliations Affiliations: 1 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected] 2 Department of Management, The Arizona State University, Glendale, Arizona 85306-4908; email: [email protected] 3 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected]
• Vol. 60:421-449 (Volume publication date January 2009) https://doi.org/10.1146/annurev.psych.60.110707.163621
• © Annual Reviews

This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.

Article metrics loading...

Full text loading...

• Article Type: Review Article

Most Read This Month

Most cited most cited rss feed, job burnout, executive functions, social cognitive theory: an agentic perspective, on happiness and human potentials: a review of research on hedonic and eudaimonic well-being, sources of method bias in social science research and recommendations on how to control it, mediation analysis, missing data analysis: making it work in the real world, grounded cognition, personality structure: emergence of the five-factor model, motivational beliefs, values, and goals.

Publication Date: 10 Jan 2009

Online Option

Sign in to access your institutional or personal subscription or get immediate access to your online copy - available in PDF and ePub formats

Leadership: A Comprehensive Review of Literature, Research and Theoretical Framework

22 Pages Posted: 11 Feb 2020

Sait Revda Dinibutun

American university of the middle east (aum).

Date Written: January 17, 2020

This paper provides a comprehensive literature review on the research and theoretical framework of leadership. The author illuminates the historical foundation of leadership theories and then clarifies modern leadership approaches. After a brief introduction on leadership and its definition, the paper mentions the trait theories, summarizes the still predominant behavioral approaches, gives insights about the contingency theories and finally touches the latest contemporary leadership theories. The overall aim of the paper is to give a brief understanding of how effective leadership can be achieved throughout the organization by exploring many different theories of leadership, and to present leadership as a basic way of achieving individual and organizational goals. The paper is hoped to be an important resource for the academics and researchers who would like to study on the leadership field.

Keywords: Behavioral Approach, Contemporary Theories, Contingency Theories, Leadership, Servant Leadership, Trait Theories, Transactional Leadership, Transformational Leadership

Suggested Citation: Suggested Citation

Sait Revda Dinibutun (Contact Author)

250 St. Block 3, Building 1 Egaila Kuwait

Do you have a job opening that you would like to promote on SSRN?

Paper statistics, related ejournals, organizations & markets: policies & processes ejournal.

Subscribe to this fee journal for more curated articles on this topic

Sustainability at Work eJournal

Political institutions: parties, interest groups & other political organizations ejournal.

• Corpus ID: 198957300

Literature Review on Leadership Theories

• Sultan Aalateeg
• Published 2017
• Business, Psychology

Tables from this paper

One Citation

The impact life experience has on leadership development.

• Highly Influenced

32 References

An integrative theory of leadership.

• Highly Influential

Moderator Variables in Leadership Research

Leadership and organizations, leadership : theory and practice, on leadership, cultural influences on leadership and organizations : project globe, leadership in organizations, leadership, organizational culture, and job satisfaction in canadian ymca organizations, transformational and charismatic leadership: the road ahead, context and leadership: an examination of the nine-factor full-range leadership theory using the multifactor leadership questionnaire., related papers.

Showing 1 through 3 of 0 Related Papers

Information

• Author Services

Initiatives

You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader.

All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https://www.mdpi.com/openaccess .

Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.

Feature papers are submitted upon individual invitation or recommendation by the scientific editors and must receive positive feedback from the reviewers.

Editor’s Choice articles are based on recommendations by the scientific editors of MDPI journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.

Original Submission Date Received: .

• Active Journals
• Find a Journal
• Proceedings Series
• For Authors
• For Reviewers
• For Editors
• For Librarians
• For Publishers
• For Societies
• For Conference Organizers
• Open Access Policy
• Institutional Open Access Program
• Special Issues Guidelines
• Editorial Process
• Research and Publication Ethics
• Article Processing Charges
• Testimonials
• Preprints.org
• SciProfiles
• Encyclopedia

Article Menu

• Subscribe SciFeed
• Recommended Articles
• Google Scholar
• on Google Scholar
• Table of Contents

Find support for a specific problem in the support section of our website.

Please let us know what you think of our products and services.

Visit our dedicated information section to learn more about MDPI.

JSmol Viewer

Exploring purpose-driven leadership: theoretical foundations, mechanisms, and impacts in organizational context.

1. Introduction

2. theoretical perspectives on leadership: an evolutionary analysis, 3. purpose-driven leadership: a new perspective on leadership, 4. methodology.

• Conceptualization of Purpose-Driven Leadership.
• Importance of Purpose-Driven Leadership in contemporary research and practice.
• Theoretical foundations of Purpose-Driven Leadership.
• Mechanisms and impacts of Purpose-Driven Leadership.
• The role of purpose in navigating times of VUCA.
• Measurement approaches for purpose in leadership.

5. Findings

5.1. purpose-driven leadership research landscape, 5.2. purpose, organizational purpose, and purpose-driven leadership.

• Consistency: Purpose does not manifest as a fleeting intention but is grounded in its enduring nature ( Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ; Knippenberg 2020 ). Demonstrating resilience against ephemeral shifts in external conditions or situational variances, purpose consistently maintains its vigor and steadfastness ( Rindova and Martins 2023 ; Trachik et al. 2020 ). It acts as a constant lodestar amid the dynamic terrains of both personal and professional spheres ( Bhattacharya et al. 2023 ; Qin et al. 2022 ; Rindova and Martins 2023 ).
• Generality: In contradistinction to a limited, task-centric objective, purpose is distinguished by its comprehensive scope ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). Instead of being confined to proximate tasks or circumscribed aims, purpose spans a more expansive purview ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). This ubiquity of purpose guarantees its applicability across multifarious contexts ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ).
• Two dimensions: - Internal Dimension: The internal dimension of purpose refers to the individuals’ intrinsic motivations and impulses, which are connected to their sense of purpose ( Crane 2022 ; Knippenberg 2020 ). It serves as a source of meaning, supporting the rationale of every decision, direction, or objective delineated ( Handa 2023 ; Jasinenko and Steuber 2023 ). This introspective aspect emphasizes the congruence and alignment between an individual and their purpose ( Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). - External Dimension: Beyond its internal impact, the influence of purpose extends to the external environment, through the efforts generated by the individual within their context ( By 2021 ; Gavarkovs et al. 2023 ; Handa 2023 ; Jasinenko and Steuber 2023 ). This is underpinned by the individual’s commitment to promoting positive change in a broader environment ( Ocasio et al. 2023 ; Qin et al. 2022 ).
• Daily embodiment and expression: Purpose manifests as a palpable instantiation in quotidian activities since it is part of every decision and action made ( By 2021 ; Jasinenko and Steuber 2023 ). Such perennial articulation provides consistency and influences daily activities ( Bronk et al. 2023 ; Hurth and Stewart 2022 ; Ocasio et al. 2023 ).

5.2.1. Attributes of Purpose-Driven Leadership

5.2.2. purpose-driven leadership construct conceptualization, 5.3. theoretical foundations of purpose-driven leadership, 5.4. mechanisms and impacts of purpose-driven leadership, 5.4.1. potential antecedents, 5.4.2. potential outcomes, 5.4.3. potential mediators, 5.4.4. potential moderatos, 5.5. purpose-driven leadership as a guiding light, 5.6. measurement approaches for purpose-driven leadership, 6. discussion, 7. conclusions, supplementary materials, author contributions, data availability statement, conflicts of interest.

• Abbas, Muhammad, and Raza Ali. 2023. Transformational versus transactional leadership styles and project success: A meta-analytic review. European Management Journal 41: 125–42. [ Google Scholar ] [ CrossRef ]
• Adobor, Henry, William Phanuel Kofi Darbi, and Obi Berko O. Damoah. 2021. Strategy in the era of “swans”: The role of strategic leadership under uncertainty and unpredictability. Journal of Strategy and Management . [ Google Scholar ] [ CrossRef ]
• Aguileta-Clemente, Carmen López, Julinda Molares-Cardoso, and V. Badenes Plá. 2023. The purpose as a dynamizer of corporate culture and value generator: Analysis of the websites of IBEX-35 Spanish companies Carmen. Revista Internacional de Relaciones Públicas 13: 41–54. [ Google Scholar ] [ CrossRef ]
• Ahinful, Gabriel Sam, Jeff Danquah Boakye, and Nana Dwomoh Osei Bempah. 2023. Determinants of SMEs’ financial performance: Evidence from an emerging economy. Journal of Small Business & Entrepreneurship 35: 362–86. [ Google Scholar ] [ CrossRef ]
• Almandoz, Juan. 2023. Inside-out and outside-in perspectives on corporate purpose. Strategy Science 8: 139–48. [ Google Scholar ] [ CrossRef ]
• Amah, Okechukwu Ethelbert, and Kabiru Oyetuunde. 2020. The effect of servant leadership on employee turnover in SMEs in Nigeria: The role of career growth potential and employee voice. Journal of Small Business and Enterprise Development 27: 885–904. [ Google Scholar ] [ CrossRef ]
• Anshori, Lutfi Isa, Purnamie Titisari, Sri Wahyu Lelly Hana Setyanti, Raden Andi Sularso Handriyono, and Arnis Budi Susanto. 2023. The Influence of Servant Leadership on Motivation, Work Engagement, Job Satisfaction and Teacher Performance of Vocational Hight School Teachers in Jember City. Quality—Access to Success 24: 261–73. [ Google Scholar ] [ CrossRef ]
• Antonakis, John, George Banks, Nicolas Bastardoz, Michael Cole, David Day, Alice Eagly, Olga Epitropaki, Roseanne Foti, William Gardner, Alex Haslam, and et al. 2019. The Leadership Quarterly: State of the journal. The Leadership Quarterly 30: 1–9. [ Google Scholar ] [ CrossRef ]
• Azungah, Theophilus. 2018. Qualitative research: Deductive and inductive approaches to data analysis. Qualitative Research Journal 18: 383–400. [ Google Scholar ] [ CrossRef ]
• Bai, Mayangzong, Xinyi Zheng, Xu Huang, Tiantian Jing, Chenhao Yu, Sisi Li, and Zhiruo Zhang. 2023. How serving helps leading: Mediators between servant leadership and affective commitment. Frontiers in Psychology 14: 1170490. [ Google Scholar ] [ CrossRef ]
• Baquero, Asier. 2023. Authentic leadership, employee work engagement, trust in the leader, and workplace well-being: A moderated mediation model. Psychology Research and Behavior Management 16: 1403–24. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Barnard, Caa Iaa. 1938. The Functions of the Executive . Cambridge, MA: Harvard University Press. [ Google Scholar ]
• Bass, Bernard. 1985. Leadership and Performance: Beyond Expectations . New York: Free Press. [ Google Scholar ]
• Berraies, Sarra. 2023. Mediating effects of employees’ eudaimonic and hedonic well-being between distributed leadership and ambidextrous innovation: Does employees’ age matter? European Journal of Innovation Management 26: 1271–92. [ Google Scholar ] [ CrossRef ]
• Bhattacharya, C. B., Sankar Sen, Laura Marie Edinger-Schons, and Michael Neureiter. 2023. Corporate Purpose and Employee Sustainability Behaviors. Journal of Business Ethics 183: 963–81. [ Google Scholar ] [ CrossRef ]
• Brendel, William, Sang Won Byun, and Mi Hee Park. 2023. Ways of Being: Assessing Presence and Purpose at Work. Journal of Management Spirituality & Religion 20: 53–86. [ Google Scholar ] [ CrossRef ]
• Bronk, Kendall Cotton, Caleb Mitchell, Elyse Postlewaite, Anne Colby, William Damon, and Zach Swanson. 2023. Family purpose: An empirical investigation of collective purpose. The Journal of Positive Psychology 19: 662–74. [ Google Scholar ] [ CrossRef ]
• Brower, Holly H., F. David Schoorman, and Hwee Hoon Tan. 2000. A model of relational leadership. The Leadership Quarterly 11: 227–50. [ Google Scholar ] [ CrossRef ]
• Brown, Ryan P., Lebena Varghese, Sarah Sullivan, and Sandy Parsons. 2021. The Impact of Professional Coaching on Emerging Leaders. International Journal of Evidence Based Coaching and Mentoring 19: 24–37. [ Google Scholar ] [ CrossRef ]
• Bunderson, Stuart, and Anjan V. Thakor. 2022. Higher purpose, banking and stability. Journal of Banking & Finance 140: 106138. [ Google Scholar ] [ CrossRef ]
• Burns, James MacGregor. 1978. Leadership . Manhattan: Harper & Row. [ Google Scholar ]
• By, Rune Todnem. 2021. Leadership: In pursuit of purpose. Journal of Change Management 21: 30–44. [ Google Scholar ] [ CrossRef ]
• Caldwell, Cam, and Linda A. Hayes. 2016. Self-efficacy and self-awareness: Moral insights to increased leader effectiveness. Journal of Management Development 35: 1163–73. [ Google Scholar ] [ CrossRef ]
• Canavesi, Alice, and Eliana Minelli. 2022. Servant leadership and employee engagement: A qualitative study. Employee Responsibilities and Rights Journal 34: 413–35. [ Google Scholar ] [ CrossRef ]
• Capon, Noel, John Farley, and Scott Hoenig. 1990. Determinants of Financial Performance: A Meta-Analysis. Management Science 36: 1143–59. Available online: https://www.jstor.org/stable/2632657 (accessed on 4 June 2024).
• Castillo, Elizabeth A., and Mai P. Trinh. 2019. Catalyzing capacity: Absorptive, adaptive, and generative leadership. Journal of Organizational Change Management 32: 356–76. [ Google Scholar ] [ CrossRef ]
• Cavazotte, Flavia, Sylvia Freitas Mello, and Lucia B. Oliveira. 2020. Expatriate’s engagement and burnout: The role of purpose-oriented leadership and cultural intelligence. Journal of Global Mobility: The Home of Expatriate Management Research 9: 90–106. [ Google Scholar ] [ CrossRef ]
• Cho, Katherine S. 2023. Purpose and process: Power, equity, and agenda setting. New Directions for Student Leadership 2023: 33–40. [ Google Scholar ] [ CrossRef ]
• Christensen-Salem, Amanda, Marco Tulio F. Zanini, Fred O. Walumbwa, Ronaldo Parente, Daniel M. Peat, and Jaclyn Perrmann-graham. 2021. Communal solidarity in extreme environments: The role of servant leadership and social resources in building serving culture and service performance. Journal of Business Research 135: 829–39. [ Google Scholar ] [ CrossRef ]
• Clarke, Thomas. 2020. The contest on corporate purpose: Why Lynn Stout was right and Milton Friedman was wrong. Accounting, Economics and Law: A Convivium 10: 20200145. [ Google Scholar ] [ CrossRef ]
• Cline, Michaela, Paige Roberts, Timothy Werlau, Paloma Hauser, and Cheryl Smith-Miller. 2022. Three good things: Promote work–life balance, reduce burnout, enhance reflection among newly licensed RNs. Nursing Forum 57: 1390–98. [ Google Scholar ] [ CrossRef ]
• Consoli, Sal. 2021. Uncovering the hidden face of narrative analysis: A reflexive perspective through MAXQDA. System 102: 102611. [ Google Scholar ] [ CrossRef ]
• Cordoba, Emmeline Lagunes, Suzanne Shale, Rachel Clare Evans, and Derek Tracy. 2022. Time to get serious about distributed leadership: Lessons to learn for promoting leadership development for non-consultant career grade doctors in the UK. BMJ Leader 6: 45–49. [ Google Scholar ] [ CrossRef ]
• Crabtree, Benjamin F., Jenna Howard, William L. Miller, DeANN Cromp, Clarissa Hsu, Katie Coleman, Brian Austin, Margaret Flinter, Leah Tuzzio, and Edward H. Wagner. 2020. Leading Innovative Practice: Leadership Attributes in LEAP Practices. The Milbank Quarterly 98: 399–445. [ Google Scholar ] [ CrossRef ]
• Crane, Bret. 2022. Eudaimonia in Crisis: How Ethical Purpose Finding Transforms Crisis. Humanistic Management Journal 7: 391–416. [ Google Scholar ] [ CrossRef ]
• Cristofaro, Matheo, Christopher Neck, Pier Luigi Giardino, and Christopher B. Neck. 2023. Self and shared leadership in decision quality: A tale of two sides. Management Decision 61: 2541–63. [ Google Scholar ] [ CrossRef ]
• Das, Mohit Ranjan, Pramod Pathak, and Mohit Ranjan Das. 2018. Spirituality at Workplace: A Report from Ground Zero. Purushartha—A Journal of Management Ethics and Spirituality 11: 11–23. [ Google Scholar ] [ CrossRef ]
• Dhamija, Pavitra, Andrea Chiarini, and Shara Shapla. 2023. Technology and leadership styles: A review of trends between 2003 and 2021. The TQM Journal 35: 210–33. [ Google Scholar ] [ CrossRef ]
• Dimitrov, Kiril. 2022. Organizational Leadership through the Massive Transformative Purpose. Economic Alternatives 28: 318–44. [ Google Scholar ] [ CrossRef ]
• Dorasamy, Nirmala. 2010. Enhancing an ethical culture through purpose-directed leadership for improved public service delivery: A case for South Africa. African Journal of Business Management 4: 56–63. Available online: http://search.proquest.com/docview/1663906542?accountid=40690%5Cnhttp://link.periodicos.capes.gov.br/sfxlcl41?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Apqrl&atitle=Enhancing+an+ethical+culture+through+purpo (accessed on 4 June 2024).
• Edgar, Stacey. 2023. Artisan social enterprises in Zambia: Women leveraging purpose to scale impact. Social Enterprise Journal 20: 140–58. [ Google Scholar ] [ CrossRef ]
• Eisenschmidt, Eve, Elina Kuusisto, Katrin Poom-Valickis, and Kirsi Tirri. 2019. Virtues that create purpose for ethical leadership: Exemplary principals from Estonia and Finland. Journal of Beliefs & Values 40: 433–46. [ Google Scholar ] [ CrossRef ]
• Elo, Satu, and Helvi Kyngäs. 2008. The qualitative content analysis process. Journal of Advanced Nursing 62: 107–15. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Enslin, Carla, Michelle Wolfswinkel, and Marlize Terblanche-Smit. 2023. Responsible leadership through purpose-driven brand building: Guidelines for leaders in Africa. South African Journal of Business Management 53: 1–14. [ Google Scholar ] [ CrossRef ]
• Fiedler, Fred E. 1964. A Contingency Model of Leadership Effectiveness. In Advances in Experimental Social Psychology 1: 149–90. [ Google Scholar ] [ CrossRef ]
• Fitzsimmons, Lexis Bajalia, Yufan Sunny Qin, and Eve R. Heffron. 2022. Purpose vs. mission vs. vision: Persuasive appeals and components in corporate statements. Journal of Communication Management 26: 207–19. [ Google Scholar ] [ CrossRef ]
• Fleischer, Holger. 2021. Corporate Purpose: A Management Concept and its Implications for Company Law. SSRN Electronic Journal 18: 161–89. [ Google Scholar ] [ CrossRef ]
• Fu, Lihua, Zhiying Liu, and Suqin Liao. 2018. Is distributed leadership a driving factor of innovation ambidexterity? An empirical study with mediating and moderating effects. Leadership & Organization Development Journal 39: 388–405. [ Google Scholar ] [ CrossRef ]
• Fu, Qinghua, Abdul Aziz Abdul Rahman, Hui Jiang, Jaward Abbas, and Ubaldo Comite. 2022. Sustainable Supply Chain and Business Performance: The Impact of Strategy, Network Design, Information Systems, and Organizational Structure. Sustainability 14: 1080. [ Google Scholar ] [ CrossRef ]
• Gartenberg, Claudine, and Todd Zenger. 2023. The Firm as a Subsociety: Purpose, Justice, and the Theory of the Firm. Organization Science 34: 1965–80. [ Google Scholar ] [ CrossRef ]
• Gavarkovs, Adam G., Rashmi A. Kusurkar, and Ryan Brydges. 2023. The purpose, adaptability, confidence, and engrossment model: A novel approach for supporting professional trainees’ motivation, engagement, and academic achievement. Frontiers in Education 8: 1–15. [ Google Scholar ] [ CrossRef ]
• Geisler, Cheryl. 2018. Coding for Language Complexity: The Interplay Among Methodological Commitments, Tools, and Workflow in Writing Research. Written Communication 35: 215–49. [ Google Scholar ] [ CrossRef ]
• Gil, Alfonso J., Gabriela Bittencourt Gonzalez Mosegui, Rosana Zenezi Moreira, and Mauro J. Eguizabal. 2023. The moderating role of employee proactive behaviour in the relationship between servant leadership and job satisfaction. International Journal of Organizational Analysis 32: 422–34. [ Google Scholar ] [ CrossRef ]
• Graen, George B., and Mary Uhl-Bien. 1995. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly 6: 219–47. [ Google Scholar ] [ CrossRef ]
• Greenleaf, Robert Kiefner. 1977. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness . Mahwah: Paulist Press. [ Google Scholar ]
• Gwartz, Evan, and Kirsty Spence. 2020. Conscious capitalism and sport: Exploring higher purpose in a professional sport organization. Sport Management Review 23: 750–63. [ Google Scholar ] [ CrossRef ]
• Haar, Jarrod M., and Candice Harris. 2023. A moderated mediation study of high performance work systems and insomnia on New Zealand employees: Job burnout mediating and work-life balance moderating. The International Journal of Human Resource Management 34: 68–91. [ Google Scholar ] [ CrossRef ]
• Hallinger, Philip, and Jasna Kovačević. 2022. Mapping the intellectual lineage of educational management, administration and leadership, 1972–2020. Educational Management Administration and Leadership 50: 192–216. [ Google Scholar ] [ CrossRef ]
• Handa, Manoj Chandra. 2023. The leading wisdom development framework: An integrated roadmap for cultivating a sense of purpose and meaning. Journal of Advanced Academics 34: 32–67. [ Google Scholar ] [ CrossRef ]
• Hartnell, Chad, Amanda Christensen-Salem, Fred O. Walumbwa, Derek Stotler, Flora Chiang, and Thomas A. Birtch. 2023. Manufacturing motivation in the mundane: Servant leadership’s influence on employees’ intrinsic motivation and performance. Journal of Business Ethics 188: 533–52. [ Google Scholar ] [ CrossRef ]
• Hersey, Paul, Kenneth H. Blanchard, and Walter E. Natemeyer. 1979. Situational Leadership, Perception, and the Impact of Power. Group & Organization Studies 4: 418–28. [ Google Scholar ] [ CrossRef ]
• Hickey, Niamh, Aishling Flaherty, and Patricia Mannix McNamara. 2022. Distributed Leadership: A Scoping Review Mapping Current Empirical Research. Societies 12: 15. [ Google Scholar ] [ CrossRef ]
• Hoang, Giang Hien, Elisabeth Wilson-Evered, Leonie Lockstone-Binney, and Tuan Trong Luu. 2021. Empowering leadership in hospitality and tourism management: A systematic literature review. International Journal of Contemporary Hospitality Management 33: 4182–214. [ Google Scholar ] [ CrossRef ]
• Hong, Paul C., Joseph Chacko Chennattuserry, Xiyue Deng, and Margaret M. Hopkins. 2021. Purpose-driven leadership and organizational success: A case of higher educational institutions. Leadership & Organization Development Journal 42: 1004–17. [ Google Scholar ] [ CrossRef ]
• Hurth, Victoria, and Iain S. Stewart. 2022. Re-purposing Universities: The Path to Purpose. Frontiers in Sustainability 2: 762271. [ Google Scholar ] [ CrossRef ]
• Ingen, Ramon van, Pascale Peters, Melanie De Ruiter, and Henry Robben. 2021. Exploring the meaning of organizational purpose at a new dawn: The development of a conceptual model through expert interviews. Frontiers in Psychology 12: 675543. [ Google Scholar ] [ CrossRef ]
• Islam, Jamil Ul, Owais Nazir, and Zillur Rahman. 2023. Sustainably engaging employees in food wastage reduction: A conscious capitalism perspective. Journal of Cleaner Production 389: 136091. [ Google Scholar ] [ CrossRef ]
• Itzkovich, Yariv, Sibylle Heilbrunn, and Ana Aleksic. 2020. Full range indeed? The forgotten dark side of leadership. Journal of Management Development 39: 851–68. [ Google Scholar ] [ CrossRef ]
• Jack, Kirsten, Monica Bianchi, Rosa Dilae Pereira Costa, Keren Grinberg, Gerardina Harnett, Marie_Louise Luiking, Stefan Nilsson, and Janet Mary Elizabeth Scammell. 2022. Clinical leadership in nursing students: A concept analysis. Nurse Education Today 108: 105173. [ Google Scholar ] [ CrossRef ]
• Jasinenko, Anna, and Josephina Steuber. 2023. Perceived organizational purpose: Systematic literature review, construct definition, measurement and potential employee outcomes. Journal of Management Studies 60: 1415–47. [ Google Scholar ] [ CrossRef ]
• Jønsson, Thomas Faurholt, Esther Bahat, and Massimilano Barattucci. 2021. How are empowering leadership, self-efficacy and innovative behavior related to nurses’ agency in distributed leadership in Denmark, Italy and Israel? Journal of Nursing Management 29: 1517–24. [ Google Scholar ] [ CrossRef ]
• Judge, Timothy A., Joyce E. Bono, Remus Ilies, and Megan W. Gerhardt. 2002. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology 87: 765–80. [ Google Scholar ] [ CrossRef ]
• Kaplan, Sarah. 2023. The promises and perils of corporate purpose. Strategic Science 8: 288–301. [ Google Scholar ] [ CrossRef ]
• Kempster, Steve, and Brad Jackson. 2021. Leadership for What, Why, for Whom and Where? A Responsibility Perspective. Journal of Change Management 21: 45–65. [ Google Scholar ] [ CrossRef ]
• Kempster, Steve, Marian Iszatt-White, and Matt Brown. 2019. Authenticity in leadership: Reframing relational transparency through the lens of emotional labour. Leadership 15: 319–38. [ Google Scholar ] [ CrossRef ]
• Kim, Sunmi, Seok Hee Jeong, and Myoung Hee Seo. 2022. Nurses’ ethical leadership and related outcome variables: Systematic review and meta-analysis. Journal of Nursing Management 30: 2308–23. [ Google Scholar ] [ CrossRef ]
• Knippenberg, Daan Vaaaa. 2020. Meaning-based leadership. Organizational Psychology Review 10: 6–28. [ Google Scholar ] [ CrossRef ]
• Koh, Howard K., Cathy C. Tso, Cyra Perry Dougherty, Emily E. Lazowy, Chelsea P. Heberlein, and Fawn A. Phelps. 2023. Exploring the spiritual foundations of public health leadership. Frontiers in Public Health 11: 1210160. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Konadu, Kingsley, Abigail Opaku Mensah, Samuel Koomson, Ernest Mensah Abraham, Joshua Amuzu, and Joan-Ark Manu Agyapong. 2023. A model for improving the relationship between integrity and work performance. International Journal of Ethics and Systems . [ Google Scholar ] [ CrossRef ]
• Kumpulainen, Milka, and Marko Seppänen. 2022. Combining Web of Science and Scopus datasets in citation-based literature study. Scientometrics 127: 5613–31. [ Google Scholar ] [ CrossRef ]
• LaVoi, Samantha, and Eric Haley. 2021. How Pro-Social Purpose Agencies Define Themselves and Their Value: An Emerging Business Model in the Advertising-Agency World. Journal of Current Issues & Research in Advertising 42: 372–90. [ Google Scholar ] [ CrossRef ]
• Lawson, Crystal, and Dan Weberg. 2023. Leading through times of transformation: Purpose, trust, and co-creation. Nurse Leader 21: 380–84. [ Google Scholar ] [ CrossRef ]
• Lewis, Clif P., and Maryam Aldossari. 2022. “One of these things is not like the others”: The role of authentic leadership in cross-cultural leadership development. Leadership and Organization Development Journal 43: 1252–70. [ Google Scholar ] [ CrossRef ]
• Lin, Qin, and Lingfeng Yi. 2023. Survival of the fittest: The multiple paths of entrepreneurial leadership driving adaptive innovation in uncertain environment. European Journal of Innovation Management 26: 1150–67. [ Google Scholar ] [ CrossRef ]
• Lord, Robert G., Paola Gatti, and Susanna L. M. Chui. 2016. Social-cognitive, relational, and identity-based approaches to leadership. Organizational Behavior and Human Decision Processes 136: 119–34. [ Google Scholar ] [ CrossRef ]
• Losada-Vazquez, Angel. 2022. Organizational learning at purpose-driven enterprise: Action–research model for leadership improvement. Sustainability 14: 1301. [ Google Scholar ] [ CrossRef ]
• Lu, Shiwen, and Jiseon Ahn. 2023. Assessment of job meaning based on attributes of food-delivery mobile applications. Current Issues in Tourism 1–20. [ Google Scholar ] [ CrossRef ]
• Luedi, Markus M. 2022. Leadership in 2022: A perspective. Best Practice & Research Clinical Anaesthesiology 36: 229–35. [ Google Scholar ] [ CrossRef ]
• Magasi, Chacha. 2021. The role of transformational leadership on employee performance: A perspective of employee empowerment. European Journal of Business and Management Research 6: 21–28. [ Google Scholar ] [ CrossRef ]
• Martela, Frank, and Anne B. Pessi. 2018. Significant work is about self-realization and broader purpose: Defining the key dimensions of meaningful work. Frontiers in Psychology 9: 363. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Martinez, Seth-Aaron, and Nahari Leija. 2023. Distinguishing Servant Leadership from Transactional and Transformational Leadership. Advances in Developing Human Resources 25: 141–88. [ Google Scholar ] [ CrossRef ]
• Methley, Abigail M., Stephen Campbell, Carolyn Chew-Graham, Rosalind McNally, and Sudeh Cheraghi-Sohi. 2014. PICO, PICOS and SPIDER: A comparison study of specificity and sensitivity in three search tools for qualitative systematic reviews. BMC Health Services Research 14: 579. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Meynhardt, Timo, Josephina Steuber, and Maximilian Feser. 2023. The Leipzig Leadership Model: Measuring leadership orientations. Current Psychology 43: 9005–24. [ Google Scholar ] [ CrossRef ]
• Moher, David, Alessandro Liberati, Jennifer Tetzlaff, and Douglas G. Altman. 2009. Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement. PLoS Medicine 6: e1000097. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Mouton, Nico. 2019. A literary perspective on the limits of leadership: Tolstoy’s critique of the great man theory. Leadership 15: 81–102. [ Google Scholar ] [ CrossRef ]
• Mulyani, Sri, Anas A. Salameh, Aan Komariah, Anton Timoshin Nik Alif Amri NikHashim, R. Siti Pupi Fauziah, Mulyaningsih Mulyaningsih, Israr Ahmad, and Sajid Mohy Ul din. 2021. Emotional Regulation as a Remedy for Teacher Burnout in Special Schools: Evaluating School Climate, Teacher’s Work-Life Balance and Children Behavior. Frontiers in Psychology 12: 655850. [ Google Scholar ] [ CrossRef ]
• Nakamura, Julia S., Ying Chen, Tyler J. VanderWeele, and Eric S. Kim. 2022. What makes life purposeful? Identifying the antecedents of a sense of purpose in life using a lagged exposure-wide approach. SSM Population Health 19: 101235. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Nazir, Owais, Jamid Ul, and Zillur Rahman. 2021. Effect of CSR participation on employee sense of purpose and experienced meaningfulness: A self-determination theory perspective. Journal of Hospitality and Tourism Management 46: 123–33. [ Google Scholar ] [ CrossRef ]
• Nguyen, Nguyen Thi Thao, Nguyen Phong Nguyen, and Tu Thanh Hoai. 2021. Ethical leadership, corporate social responsibility, firm reputation, and firm performance: A serial mediation model. Heliyon 7: e06809. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Ocasio, William, Mathew Kraatz, and David Chandler. 2023. Making Sense of Corporate Purpose. Strategy Science 8: 123–38. [ Google Scholar ] [ CrossRef ]
• Ogunfowora, Babatunde, Meena Andiappan, Madelynn Stackhouse, and Christianne Varty. 2023. CEO ethical leadership as a unique source of substantive and rhetorical ethical signals for attracting job seekers: The moderating role of job seekers’ moral identity. Journal of Organizational Behavior 44: 1380–99. [ Google Scholar ] [ CrossRef ]
• Olin, Karolina, Charlotte Klinga, Mirjam Ekstedt, and Karin Pukk-Härenstam. 2023. Exploring everyday work as a dynamic non-event and adaptations to manage safety in intraoperative anaesthesia care: An interview study. BMC Health Services Research 23: 1–15. [ Google Scholar ] [ CrossRef ]
• Page, Matthew J., Joanne E. McKenzie, Patrick M. Bossuyt, Isabelle Boutron, Tammy C. Hoffmann, Cynthia D. Mulrow, Larissa Shamseer, Jennifer M. Tetzlaff, Ellie A. Akl, Sue E. Brennan, and et al. 2021. The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. BMJ , 372. [ Google Scholar ] [ CrossRef ]
• Panojan, Pavalakanthan, Kanchana K. S. Perera, and Rajaratnam Dilakshan. 2022. Work-life balance of professional quantity surveyors engaged in the construction industry. International Journal of Construction Management 22: 751–68. [ Google Scholar ] [ CrossRef ]
• Pate, Larry B., and Donald C. Heiman. 1987. A Test of the Vroom-Yetton Decision Model in Seven Field Settings. Personnel Review 16: 22–26. [ Google Scholar ] [ CrossRef ]
• Peeters, Robin, Daan Westra, Arno J. A. van Raak, and Dirk Ruwaard. 2023. So Happy Together: A Review of the Literature on the Determinants of Effectiveness of Purpose-Oriented Networks in Health Care. Medical Care Research and Review 80: 266–82. [ Google Scholar ] [ CrossRef ]
• Piwowar-Sulej, Katarzyna, and Qaisar Iqbal. 2023. Leadership styles and sustainable performance: A systematic literature review. Journal of Cleaner Production 382: 134600. [ Google Scholar ] [ CrossRef ]
• Ponting, Sandra SunAh. 2020. Organizational identity change: Impacts on hotel leadership and employee wellbeing. The Service Industries Journal 40: 6–26. [ Google Scholar ] [ CrossRef ]
• Pulido-Martos, Manuel, Leire Gartzia, José María Augusto-Landa, and Esther Lopez-Zafra. 2023. Transformational leadership and emotional intelligence: Allies in the development of organizational affective commitment from a multilevel perspective and time-lagged data. In Review of Managerial Science. Berlin and Heidelberg: Springer . [ Google Scholar ] [ CrossRef ]
• Qin, Yufan Sunny, Marica W. DiStaso, Alexis Fitzsimmons, Eve Heffron, and Linjuan Rita Men. 2022. How purpose-driven organizations influenced corporate actions and employee trust during the global COVID-19 pandemic. International Journal of Strategic Communication 16: 426–43. [ Google Scholar ] [ CrossRef ]
• Rai, Puneet. 2020. The rising interest in workplace spirituality: Micro, meso and macro perspectives. Purushartha 13: 56–66. [ Google Scholar ] [ CrossRef ]
• Rashmi, Kumari, and Aakanksha Kataria. 2022. Work–life balance: A systematic literature review and bibliometric analysis. International Journal of Sociology and Social Policy 42: 1028–65. [ Google Scholar ] [ CrossRef ]
• Rey, Carlos, and Miquel Bastons. 2018. Three dimensions of effective mission implementation. Long Range Planning 51: 580–85. [ Google Scholar ] [ CrossRef ]
• Rindova, Violina P., and Luis L. Martins. 2023. Moral imagination, the collective desirable, and strategic purpose. Strategy Science 8: 170–81. [ Google Scholar ] [ CrossRef ]
• Roberts, Dennis Caaa. 2020. Discovering Purpose: A Life-Long Journey. New Directions for Student Leadership 2020: 123–34. [ Google Scholar ] [ CrossRef ]
• Rocha, Hector, Michael Pirson, and Roy Suddaby. 2021. Business with Purpose and the Purpose of Business Schools: Re-Imagining Capitalism in a Post Pandemic World: A Conversation with Jay Coen Gilbert, Raymond Miles, Christian Felber, Raj Sisodia, Paul Adler, and Charles Wookey. Journal of Management Inquiry 30: 354–67. [ Google Scholar ] [ CrossRef ]
• Salhieh, Loay, Ala’a Mehiar, Ismail Abushaikha, Hendrik Reefke, and Loay Bani-Ismail. 2023. The strategic fit between strategic purchasing and purchasing involvement: The moderating role of leadership styles. International Journal of Quality & Reliability Management 41: 559–84. [ Google Scholar ] [ CrossRef ]
• Sarwar, Uzma, Muhammad Aamir, Yu Bichao, and Zhongwen Chen. 2023. Authentic leadership, perceived organizational support, and psychological capital: Implications for job performance in the education sector. Frontiers in Psychology 13: 1084963. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Sarwar, Uzma, Samina Zamir, Kiran Fazal, Yang Hong, and Qi Zhan Yong. 2022. Impact of leadership styles on innovative performance of female leaders in Pakistani Universities. PLoS ONE 17: e0266956. [ Google Scholar ] [ CrossRef ]
• Schiavenato, Martin, and Frances Chu. 2021. PICO: What it is and what it is not. Nurse Education in Practice 56: 103194. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Selznick, Philips. 1957. Leadership in Administration: A Sociological Interpretation. In American Sociological Review . Berkeley: University of California Press, vol. 23. [ Google Scholar ]
• Shahab, Moh Ali, Agus Sobari, and Udin Udin. 2018. Empowering Leadership and Organizational Citizenship Behavior: The Mediating Roles of Psychological Empowerment and Emotional Intelligence in Medical Service Industry. International Journal of Economics and Business Administration VI: 80–91 . [ Google Scholar ] [ CrossRef ]
• Shoukat, Muhammad Haroon, Syed Asim Shah, and Dilnaz Muneeb. 2023. Shared leadership and team performance in health care: How intellectual capital and team learning intervene in this relationship. The Learning Organization 30: 426–45. [ Google Scholar ] [ CrossRef ]
• Singh, Sanjay Kumar, Manlio Del Giudice, Shlomo Y. Tarba, and Paola De Bernardi. 2022. Top Management Team Shared Leadership, Market-Oriented Culture, Innovation Capability, and Firm Performance. IEEE Transactions on Engineering Management 69: 2544–54. [ Google Scholar ] [ CrossRef ]
• Steenkamp, Hilke, and Ganga S. Dhanesh. 2023. Care-based relationship management during remote work in a crisis: Empathy, purpose, and diversity climate as emergent employee-organization relational maintenance strategies. Public Relations Review 49: 102371. [ Google Scholar ] [ CrossRef ]
• Tan, Ronny, and Ferdi Antonio. 2022. New insights on employee adaptive performance during the COVID-19 pandemic: Empirical evidence from Indonesia. Journal of Entrepreneurship, Management and Innovation 18: 175–206. [ Google Scholar ] [ CrossRef ]
• Tate, Kaitlyn, Tatiana Penconek, Bruna Moreno Dias, Greta G. Cummings, and Andrea Bernardes. 2023. Authentic leadership, organizational culture and the effects of hospital quality management practices on quality of care and patient satisfaction. Journal of Advanced Nursing 79: 3102–14. [ Google Scholar ] [ CrossRef ]
• Thompson, Geir, and Lars Glasø. 2018. Situational leadership theory: A test from a leader-follower congruence approach. Leadership & Organization Development Journal 39: 574–91. [ Google Scholar ] [ CrossRef ]
• Trachik, Benjamin, Emma H. Moscardini, Michelle L. Ganulin, Jen L. McDonald, Ashlee B. McKeon, Michael N. Dretsch, Raymond P. Tucker, and Walter J. Sowden. 2022. Perceptions of purpose, cohesion, and military leadership: A path analysis of potential primary prevention targets to mitigate suicidal ideation. Military Psychology 34: 366–75. [ Google Scholar ] [ CrossRef ]
• Trachik, Benjamim, Raymond P. Tucker, Michelle L. Ganulin, Julie C. Merrill, Matthew L. LoPresti, Oscar A. Cabrera, and Michael N. Dretsch. 2020. Leader provided purpose: Military leadership behavior and its association with suicidal ideation. Psychiatry Research 285: 112722. [ Google Scholar ] [ CrossRef ]
• Tuin, Lars Van, Wilmar B. Schaufeli, Anja Van den Broeck, and Williem van Rhenen. 2020. A corporate purpose as an antecedent to employee motivation and work engagement. Frontiers in Psychology 11: 572343. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Vandagriff, Susan. 2023. Do We Know What We Publish? Comparing Self-Reported Publication Data to Scopus and Web of Science. Serials Review 49: 15–22. [ Google Scholar ] [ CrossRef ]
• VERBI Software. 2022. MAXQDA 2022 [Computer Software]. Available online: https://www.maxqda.com (accessed on 4 June 2024).
• Vugt, Mark, and Christopher Rueden. 2020. From genes to minds to cultures: Evolutionary approaches to leadership. The Leadership Quarterly 31: 101404. [ Google Scholar ] [ CrossRef ]
• Walker, Dayna Herbert, and Rebecca J. Reichard. 2020. On Purpose: Leader Self-Development and the Meaning of Purposeful Engagement. Journal of Leadership Studies 14: 26–38. [ Google Scholar ] [ CrossRef ]
• Williams, Oliver. 2018. Restorying the Purpose of Business: An Interpretation of the Agenda of the UN Global Compact. African Journal of Business Ethics 12: 85–95. [ Google Scholar ] [ CrossRef ]
• Xhemajli, Ariana, Mimoza Luta, and Emin Neziraj. 2022. Applying distributed leadership in micro and small enterprises of kosovo. WSEAS Transactions On Business And Economics 19: 1860–66. [ Google Scholar ] [ CrossRef ]
• Zaccaro, Stephen J. 2007. Trait-based perspectives of leadership. American Psychologist 62: 6–16. [ Google Scholar ] [ CrossRef ]
• Zhao, Liming, Miles Yang, Zhenyuan Wang, and Grant Michelson. 2023. Trends in the Dynamic Evolution of Corporate Social Responsibility and Leadership: A Literature Review and Bibliometric Analysis. Journal of Business Ethics 182: 135–57. [ Google Scholar ] [ CrossRef ]
• Zhu, Jinlong, Zhenyu Liao, Kai Chi Yam, and Russell E. Johnson. 2018. Shared leadership: A state-of-the-art review and future research agenda. Journal of Organizational Behavior 39: 834–52. [ Google Scholar ] [ CrossRef ]

Click here to enlarge figure

Share and Cite

Ribeiro, M.F.; Costa, C.G.d.; Ramos, F.R. Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Adm. Sci. 2024 , 14 , 148. https://doi.org/10.3390/admsci14070148

Ribeiro MF, Costa CGd, Ramos FR. Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Administrative Sciences . 2024; 14(7):148. https://doi.org/10.3390/admsci14070148

Ribeiro, Marco Ferreira, Carla Gomes da Costa, and Filipe R. Ramos. 2024. "Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context" Administrative Sciences 14, no. 7: 148. https://doi.org/10.3390/admsci14070148

Article Metrics

Article access statistics, supplementary material.

ZIP-Document (ZIP, 98 KiB)

Further Information

Mdpi initiatives, follow mdpi.

Subscribe to receive issue release notifications and newsletters from MDPI journals

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Leadership: Literature Reviews, Theories and Research

This article reviews and evaluates major leadership theories and summarizes findings from empirical research on leadership. Styles, models and theories of leadership are elucidately presented. After the differentiation on leadership and management from the views of different scholars, the article discusses a literature review of the past and the most recent theories of leadership, summarizes the views from different scholars accompanied by a substantial research and studies relevant to the theories. Some theory affecting leaderships are given while associating criticisms and controversies are also illustrated. Major topics include functional theory, neo-emergent theory, and transformational theory and dispersed leadership. An integrating synthesis from the author is presented to show leadership implication.

Related Papers

International Journal on Leadership

Publishing India Group

The present paper presents the GLOBE leadership behaviour of humane orientation as a moral construct within the ethical leadership theories of transformational leadership, servant leadership, and authentic leadership. A discussion of the country cultures of the United States, China, and Mexico and an articulation of how each of these theories is received and practiced in response to the leadership behaviour of humane orientation support the use of these theories in all three countries' cultures. In particular, the use of these theories may be advantageous in increasing the use of humane-oriented behaviours in these country cultures, which supports an expressed humane orientation value in the United States, China, and Mexico.

Alberto Mendez

Canadian Institute for Knowledge Development (CIKD)

International Journal of Organizational Leadership (IJOL)

Servant leadership (SL) is a theoretical framework that defines a leader’s primary motivation and role as service to others. It introduces a holistic approach to work, advocates a sense of community, and promotes the sharing of power in decision making by showing humility, authenticity, and stewardship. Servant leader also develops and empowers employees by standing back, encouraging to be autonomous, and by forgiving mistakes. On the other hand, the Leader Member Exchange (LMX) Theory explores the one-on-one relationship between a leader and the individual follower independently, instead of focusing on the general relationship between the leader and the group as a whole. The objective of this study is to test the effect of SL on job satisfaction (JS) in Turkish business context and to identify the mediator effects of LMX on the relationship between SL and JS by quantitative data obtained from Information and Communication Technologies (ICT) Sector companies in Turkey. The multidimensional leadership measure developed by Van Dierendonck and Nuijten (2011), four-dimension LMX Measure of Liden and Maslyn (1998), and short form of Minnesota Job Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England, and Lofquist (1967) were used as assessment tools on questionnaire. Research results show that there is a partial mediator effect of LMX on the relationship between SL and JS.

Tuqir Afzal

Qingqiu Liao

International Journal of …

Abdu Ja'afaru Bambale

Hershey H Friedman

The world today is experiencing a leadership crisis. One thing is evident: The leadership style that worked in the industrial economy will not work today where integrity and creativity are crucial if an organization is to thrive. We live in an information/knowledge economy defined by accelerating change, flux, globalization, instability, and the need to adapt quickly. This paper describes various leadership styles that include transformational leadership, servant leadership, spiritual leadership, Level 5 leadership, compassionate leadership, ethical leadership, benevolent leadership, and more. Successful leaders will develop a leadership style that works best for their organizations and avoid becoming narcissistic and totally self-absorbed, traits that can destroy their corporations.

European Scientific Journal ESJ

The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

RELATED PAPERS

David De Jong

Leadership & Organization …

Andre Pekerti

Bryan McCurry

Jean Lau Chin

Dr. Crystal J Davis

Warren Martin

David W G Flowers

Journal of Business Ethics

Thomas Maak

Carlos Aguila

Anthony Middlebrooks

Journal of Management Research

Haven Allahar

reasgag ggtkilkkl

SHIVAM GUPTA

Dale Hutchcraft

Petros G Malakyan

International Journal of Business Administration

Montgomery Van Wart

Lalatendu Jena , Aurobindo Kar

Thomas Jackson

Byron A Ellis

Samantha Sim

Jeffrey Singfiel

franmck roman

Journal of Ethnic and Cultural Studies

Mehmet Karakus

International Leadership Journal

Marcos Komodromos

Journal of Leadership & Organizational Studies

Gina Matkin

Academy of Management Journal

David Hekman

IOSR Journals

Phuong Tran Huy

Curtis Gregory , David K. Banner , Jeffrey Prinster

The Leadership Quarterly

Sarah Selah

Robert Osei-Bonsu

Cheryl LeMaster

Carla Jackson

Group & Organization …

Gisela Carhuallanqui

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Advertisement

Supported by

What Is Project 2025, and Why Is Trump Disavowing It?

The Biden campaign has attacked Donald J. Trump’s ties to the conservative policy plan that would amass power in the executive branch, though it is not his official platform.

• Share full article

By Simon J. Levien

Donald J. Trump has gone to great lengths to distance himself from Project 2025, a set of conservative policy proposals for a future Republican administration that has outraged Democrats. He has claimed he knows nothing about it or the people involved in creating it.

Mr. Trump himself was not behind the project. But some of his allies were.

The document, its origins and the interplay between it and the Trump campaign have made for one of the most hotly debated questions of the 2024 race.

Here is what to know about Project 2025, and who is behind it.

What is Project 2025?

Project 2025 was spearheaded by the Heritage Foundation and like-minded conservative groups before Mr. Trump officially entered the 2024 race. The Heritage Foundation is a think tank that has shaped the personnel and policies of Republican administrations since the Reagan presidency.

The project was intended as a buffet of options for the Trump administration or any other Republican presidency. It’s the latest installment in the Heritage Foundation’s Mandate for Leadership series, which has compiled conservative policy proposals every few years since 1981. But no previous study has been as sweeping in its recommendations — or as widely discussed.

Kevin Roberts, the head of the Heritage Foundation, which began putting together the latest document in 2022, said he thought the American government would embrace a more conservative era, one that he hoped Republicans would usher in.

“We are in the process of the second American Revolution,” Mr. Roberts said on Real America’s Voice, a right-wing cable channel, in early July, adding pointedly that the revolt “will remain bloodless if the left allows it to be.”

We are having trouble retrieving the article content.

Please enable JavaScript in your browser settings.

Thank you for your patience while we verify access. If you are in Reader mode please exit and  log into  your Times account, or  subscribe  for all of The Times.

Thank you for your patience while we verify access.

Already a subscriber?  Log in .

Want all of The Times?  Subscribe .