Assignment 2: Scaffolded Literature Review
Assignment 2: Scaffolded Literature Review
- Introduction
This assignment aims to conduct a literature review on the topic of “What impact does transformational leadership have on improving organizational performance?” The assignment is divided into two parts, namely a synthesis matrix which presents the information in a tabular form to describe the source used, how the source was located, the main themes which are identified from the academic articles and which are explored in the literature review and a brief summary of how each article supports the argument. The next part is the literature review which critically evaluates the sources exploring different perspectives which exists in the area.
- Synthesis matrix
The synthesis matrix is presented below with synthesis of 30 articles on the area of transformational leadership on organisational performance.
| S. No. | Source/ reference | How it was found | Main themes | How the source supports the argument |
| 1 | López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2021. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research. In press.
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Google Scholar | Lopez-Cabarcos et al (2021) conducted empirical research to find that transformational leadership allows for people-oriented management practices which leads to enhanced performance of employees. This leadership is thus recommended by the researchers. | This support the premise that transformational leadership positive impacts organisational performance since enhanced employee job performance leads to improved organisational performance. |
| 2 | El Tarabishy, A., Hwang, W.S., Enriquez, J.L. and Kim, K.C., 2021. The empirical performance of humane entrepreneurship. Journal of the International Council for Small Business, pp.1-17. | Google Scholar | Al Tarabishy et al (2021) equates humane entrepreneurship with transformational leadership. The authors argue that transformational leaders motivate their followers to engage in innovative practices for the benefit of the whole organisation rather than their sole benefit. The combined enhancement of the innovation results in better organisational outcomes through creative and innovative ideas. | This support the premise that transformational leadership results in innovative behaviour of employees which positively impacts organisational performance since enhanced innovation leads to improved organisational performance. |
| 3 | Gamage, A., 2021. Content and process approach to the job demands-resources model of emotional labour: A conceptual model. Public Money & Management, pp.1-9. | Google Scholar | Gamage (2021) presents a conceptual model about various approaches to the demands and requirements of jobs to affect the emotional labour. The author argues that transformational leaders influence employee engagement and well-being which in turn drives their performance. The transformational leadership impacts the approaches to the job and makes employees emotionally driven to perform their work. This ultimately enhances organisational performance. | This support the premise that transformational leadership positively impacts organisational performance since transformational leader encourages emotional labour. |
| 4 | Kamundia, S.N. and Kombo, H.K., 2021. Influence Of Strategic Leadership On Strategy Implementation In Kenyan Universities. Journal of International Business, Innovation and Strategic Management, 5(3), pp.31-45. | Google Scholar | The article by Kamundia and Kombo (2021) explores the impacts of two strategic leadership styles i.e. transformational and transactional leadership. The research revealed that both styles of leadership positively impacts organisation’s strategy implementation when they were adopted alone or together. The authors thus recommend adoption of transformational and transactional leadership for implementing strategies which will improve organisational performance. | This support the premise that transformational leadership positively impacts organisational performance by successfully implementing strategies. |
| 5 | Noviaristanti, S. ed., 2021. Contemporary Research on Business and Management: Proceedings of the International Seminar of Contemporary Research on Business and Management (ISCRBM 2020), 25-27 November 2020, Surabaya, Indonesia. CRC Press. | Google Scholar | Noviaristanti (2021) discusses various impacts of transformational leadership. Innovative behaviour of employees is noted to be a major result of transformational leadership as well as increasing psychological behaviour. The impact on employee engagement was also noted by the author. The transformational leadership was also found to impact employee well-being. | This supports the premise that transformational leadership positively impacts organisational performance by enhancing employee innovation, engagement and well-being. |
| 6 | Pawirosumarto, S. and Astuti, P. 2020, Organizational Forgetting and Service Innovation Performance: The Mediation Role of Absorptive Capacity: A Moderated analysis. International Journal of Psychological Rehabilitation,24(1) . | Google Scholar | Pawirosumarto and Astuti (2020) explores how organisational forgetting results in service innovation performance since unlearning previous processes makes employees to engage in new innovations. The authors argue that transformational leadership plays a key in organisational forgetting and encouraging employees to engage in innovative behaviour. Transformational leadership allows for absorptive capacity in employees to drive their innovative capacities. Enhanced innovation in organisation thus ultimately results in improved organisational performance. | This support the premise that transformational leadership results in innovative behaviour of employees which positively impacts organisational performance since enhanced innovation leads to improved organisational performance. |
| 7 | Purnama, B.R., Elmi, F. and Rimawan, E., 2021. The Effect of Organizational Commitment, Perceived Organizational Support on Millennial Employee Performance through Employee Engagement as an Intervening Variable (Case Study of the Pandemic Era at PT Bank DKI City Hall Cluster, Central Jakarta). NVEO-NATURAL VOLATILES & ESSENTIAL OILS Journal| NVEO, pp.2767-2781. | Google Scholar | The authors discussed the how transformational leaders can enhance readiness to change in employees which led employees to perform well during COVID 19 pandemic. The authors confirmed that this style of leadership enhance engagement levels of employees which leads to increased firm performance. | This support the premises that transformational leadership enhances organisational performance through employee engagement |
| 8 | Abbas, S.K., 2021. Team building effect in improving employees’performance for government institutions. Academy of Entrepreneurship Journal, 27, pp.1-12. | Google Scholar | Abbas (2021) explores the idea of cooperation and collaboration between team members for the achievement of organisational aims and targets. The authors argue that a team’s success is influenced by the transformational leadership since transformational leaders makes the roles and responsibilities clear which in turn impacts organisational performance. | This support the premise that transformational leadership positively impacts organisational performance since transformational leadership enhances team working and collaboration. |
| 9 | Zavari, M. and Afshar, M.R., 2021. The role of site manager transformational leadership in the construction project success. International Journal of Building Pathology and Adaptation. Vol. ahead-of-print No. ahead-of-print. | Google Scholar | The authors explored the influence of transformational leadership on the outcomes of the construction projects. The authors confirmed that construction industry is responsible for completing the construction projects not only on time and budget but also upto highest quality standards. The transformational leadership is found to ensure success of construction companies | This support the premises that transformational leadership positively impacts the organisational performance |
| 10 | Kimakwa, S., Gonzalez, J.A. and Kaynak, H., 2021. Social Entrepreneur Servant Leadership and Social Venture Performance: How are They Related?. Journal of Business Ethics, pp.1-24. | Google Scholar | Kimakwa et al (2021) explored the differences between two styles of leadership i.e. transformational and servant. The authors confirmed that the transformational leadership and servant leadership are different since transformational leadership are based on styles which aim to achieve organisational outcomes whereas servant leaders’ duty is to serve their followers. | This support the premise that transformational leaders help achieve organisational goals and thus organisational performance is enhanced |
| 11 | Alrowwad, A.A. and Abualoush, S.H., 2020. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development. | Google Scholar | The authors aimed to examine the mediating link between human capital and innovation on the association between transformational and transactional styles of leadership and firm performance. It was found that both transformational and transactional leadership result in organizational performance through intellectual capital and innovation. | This support the premise that transformational leadership results in achieving enhanced organisational performance through development and encouragement of intellectual capital and innovation. |
| 12 | Akdere, M. and Egan, T., 2020. Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), pp.393-421. | Google Scholar | Akdere and Egan (2020) found leadership to be an important catalyst in improving employee productivity and flourishing a learning culture in the organisation. The research confirmed that transformational leaders plays a significant role in encouraging employee development and skills enhancement which leads to improvement in organisational performance. | This supports the premise that transformational leadership improves organisational performance through enhanced employee learning and skills. |
| 13 | Le, B.P. and Tran, Q.T., 2020. Leadership practice for building trust of followers: Decisive factors of organizational performance. SEISENSE Journal of Management, 3(2), pp.45-57. | Google Scholar | The authors confirmed that leadership has a significant role in affecting organisational outcomes. The research found that transformational leadership positively affect organisational performance through enhancing followers trust. The author revealed that transformational leadership impacts operational and financial performance in organisations since leaders are able to make the followers trust them. | This support the premise that transformational leadership positively impacts organisational performance since transformational leadership enhances follower trust which influences organisational performance. |
| 14 | Alhshedi, A., Bardai, B. and Al-Dubai, M., 2020. The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia. Journal of Process Management. New Technologies, 8(3). | Google Scholar | The authors investigated the influence of transformational leadership on the organisational outcomes in Saudi Arabian gold sector. The results revealed that transformational leadership affect workplace environment and employee satisfaction which in turn positively impacts organisational performance. The impact of transformational leadership was confirmed through affecting various factors of the working environment. | This supports the premise that transformational leadership positively impacts organisational performance through enhancing ownership, working environment and employee involvement and motivation. |
| 15 | Yamin, M., 2020. Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive advantage. Management Science Letters, 10(2), pp.313-326. | Google Scholar | The author examines the role of transformational leadership on employee intention to continue their jobs and organisational performance. The research confirmed that transformational leadership affect employee retention through enhancing organisational environment, intrinsic motivation, organisational development and learning and knowledge management. The research confirmed that transformational leadership boosts employee retention which positively affects organisational performance. | This support the premise that transformational leadership positively impacts organisational performance since employee retention is boosted through transformational leadership. |
| 16 | Ali, K.S. and Islam, M.A., 2020. Effective dimensions of leadership style for organizational performance: A conceptual study. International Journal of Management, Accounting and Economics, 7, pp.30-40. | Google Scholar | A conceptual paper by Ali and Islam (2020) conducted a detail review of previous studies to explore the role of various leadership styles on firm productivity. The review revealed that transformational , transactional and passive leadership styles are noted to be linked with enhanced organisational performance. The research also confirmed that the findings of this research are corroborated by previous findings. | This supports the premise that transformational leadership positively impacts organisational performance |
| 17 | Razzaq, S., Sami, A. and Hammad, M., 2020. Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019. International Journal of Entrepreneurial Research, 3(3), pp.58-60. | Google Scholar | The authors conducted review of 15 studies to explore effect of transformational leadership practice on firm outcomes. It was revealed that transformational leadership impacted organisational performance by enhancing employee satisfaction, motivation, organisational commitment and involvement. Transformational leaders were found to have shared vision and mission with their employees and encourage them to achieve these. | This supports the premise that transformational leadership positively impacts organisational performance through shared vision, motivation and involvement |
| 18 | Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies, 7(3), pp.119-129. | Google Scholar | Budur (2020) investigated the impact of transformational leadership on organisational performance by assessing the cultures prevalent in the organisations to identify how transformational leadership is effective in different cultures. The author notes that significant literature confirms effectiveness of transformational leadership. It was found that transformational leadership is impactful in organisations which are innovative rather than organisations which are non-innovative. | This supports the premise that transformational leadership positively impacts organisational performance however presence of appropriate culture should be ensured |
| 19 | Almaaitah, M., Alsafadi, Y., Altahat, S. and Yousfi, A., 2020. The effect of talent management on organizational performance improvement: The mediating role of organizational commitment. Management Science Letters, 10(12), pp.2937-2944. | Google Scholar | The influence of talent management on organisational productivity was investigated in this study. A model was proposed which hypothesised how transformational leadership moderate the link between talent management and organisational performance. It was revealed that transformational leadership impacted on organisational performance through enhancing talent management in organisations. | This supports the premise that transformational leadership positively impacts organisational performance through enhancing talent management |
| 20 | Soomro, B.A., Mangi, S. and Shah, N., 2020. Strategic factors and significance of organizational innovation and organizational learning in organizational performance. European Journal of Innovation Management. | Google Scholar | The research attempted to empirically study the influence of various strategic factors including transformational leadership on organisational innovation and organisational learning. It was revealed that transformational style of leadership affect vision and working environment which in turn encourages employees to engage in learning and innovation. This ultimately impacts organisational performance. | This supports the premise that transformational leadership positively impacts organisational performance through enhancing organisational learning and organisational innovation |
| 21 | Ahmad, M. and Ejaz, T., 2019. Transactional and Transformational leadership impact on Organizational Performance: Evidence from Textile sector of Pakistan. European Online Journal of Natural and Social Sciences: Proceedings, 8(2 (s)), pp.pp-97. | Google Scholar | Ahmad and Ejaz (2019) explored the impact of leadership methods (transactional and transformational) on organisational performance. The results revealed that both styles positively impacted organisational performance and must be adopted by the leaders. However, the transactional leadership was more impactful on organisational performance as compared to transformational leadership. | This supports the premise that transformational leadership positively impacts organisational performance however transactional leadership was found to be more impactful |
| 22 | Nguyen, T.T.N. and Luu, T.M.N., 2019. Linking transformational leadership and organizational performance: an empirical investigation of manufacturing firms in Vietnam. Economics & Sociology, 12(2), pp.170-191. | Google Scholar | The research explores impact of transformational leadership and discusses how this style of leadership predicts organisational performance. The authors confirmed that transformational leadership positively influences organisational performance through organisational learning, organisational innovation and organisational culture. The authors confirmed the relationship of transformational leader with organisational performance. | This supports the premise that transformational leadership positively impacts organisational performance since this influences organisational learning, organisational innovation and organisational culture |
| 23 | Buchanan, D.A. and Huczynski, A.A., 2019. Organizational behaviour. Pearson UK. | From recommended reading on reading list | Buchanan and Kcuzynski (2019) discuss the characteristics of transformational leadership and link these with the organisational performance. The authors reveal that transformational leaders aim to enhance the relationships with their followers. They offer to followers in exchange of what is desired by the leader. This motivates the employees to complete prescribed tasks successfully to achieve the established goals. | This supports the premise that transformational leadership positively impacts organisational performance since enhanced employee job performance leads to improved organisational performance. |
| 24 | Atan, J.B. and Mahmood, N., 2019. The role of transformational leadership style in enhancing employees’ competency for organization performance. Management Science Letters, 9(13), pp.2191-2200. | Google Scholar | The authors examined how transformational leadership style when practiced in organisations leads to enhanced employee competency and in turn improves organisational performance. The empirical research confirmed strong link between transformational leadership styles, workers capabilities and firm productivity. It was found that transformational leadership positively affected employee competencies and employees enhanced competencies lead them to perform well for better organisational outcomes. | This complements the view that transformational leadership has a positive impact on organisational performance through enhancing employee competencies |
| 25 | Owie, E.T., 2019. Organizational change and improved performance: The role of transformational leadership. Humanities, Management, Arts, Education & the Social Science, 7(4), pp.1-8. | Google Scholar | The author investigated the current dynamic environmental factors faced by the businesses would require organisations to be open to change. These change initiatives are needed to be adopted since the environmental factors affect organisations’ performances and appropriate strategies enhance organisations’ capabilities to manage the change. Adopting transformational leadership was noted to be key initiative for managing change and to achieve enhanced organisational performance. | This confirms that transformational leadership positively impacts organisational performance |
| 26 | Chan, S.W., Ang, S.F., Andleeb, N., Ahmad, M.F. and Zaman, I., 2019. The influence of transformational leadership on organization innovation in Malaysian manufacturing industry. International Journal of Supply Chain Management, 8(2), pp.971-976. | Google Scholar | The authors examined various dimensions of leadership on the innovation outcomes of Malaysian manufacturing transformational organisations. It was revealed that four areas of transformational leadership were impactful on organisation innovation resulting in enhanced organisational outcomes. | This links transformational leadership with positive organisational performance through enhancing organisation innovation |
| 27 | Nam, K.A. and Park, S., 2019. Factors influencing job performance: organizational learning culture, cultural intelligence, and transformational leadership. Performance Improvement Quarterly, 32(2), pp.137-158. | Google Scholar | Nam and Park (2019) aimed to investigate the impact of learning climate, intelligence and transformational leadership on the employee job performance. It was revealed that transformational leadership positively influences employee job performance. The authors argue that collective enhance of employee job performance results in enhanced organisational performance and thus strategies to enhance employee job performance must be adopted. | This favours the view that transformational leadership has a positive impact on organisational performance through organisational learning culture and cultural intelligence. |
| 28 | Saad, G.B. and Abbas, M., 2019. The influence of transformational leadership on organizational and leadership effectiveness: An empirical case study of Pakistan. Amazonia Investiga, 8(21), pp.117-129. | Google Scholar | The authors examine the impact of transformational leadership style on firm outcomes while studying organizational innovation as a mediating variable. It was revealed that there is positive effect of transformational leadership on organisational outcomes though workers better outcomes and organisational innovation.
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This is confirmed that transformational leadership has a positive influence on organisational performance through organisational innovation |
| 29 | Jackson, B. and Parry, K., 2018. A very short, fairly interesting and reasonably cheap book about studying leadership. Sage. | From recommended reading on reading list | Jackson and Parry (2018) analysed various leadership styles and how these impact the followers’ behaviours and outcomes. The authors argue that transformational leadership results in the creation and encouragement of transformational culture in the organisation which helps employees and the organisation to be more productive for the future. | This study corroborates that transformational leadership has a positive effect on organisational performance through development of a transformational culture in the organisation which increased the productivity |
| 30 | Williams Jr, R., Raffo, D.M. and Clark, L.A., 2018. Charisma as an attribute of transformational leaders: what about credibility?. Journal of management development. 37(6). pp. 512-524 | From recommended reading on reading list | Williams et al (2018) attempted a review on existing transformational style of leadership literature and found that it has been agreed that this style of leadership has a positive effect on organisational outcomes. The moderating role of charisma has been revealed in the research in the relationship between transformational leadership and organisational performance | This supports the premise that transformational style of leadership has a positive impact on organisational outcomes |
- Critical literature Review
The synthesis matrix presented above provides a list of 30 sources addressing the effect of transformational leadership on organisational performance. This section presents the critical review of the sources demonstrating how different perspectives exist within the area of business and management research.
First and foremost, the literature search strategy is discussed to assess the credibility of the research process. Keywords search strategy was adopted as recommended by Galvan and Galvan (2017). The search on the Google Scholar was conducted using keywords “transformational leadership” and “organisational performance”. Words such as impact, influence, positive and negative were not used in the search of literature to avoid directing the search in a specific direction. This ensured that the resulting articles were free from selection bias as suggested by Hart (2018). Secondly, recent articles from year 2021, 2020, 2019 and 2018 were searched to retrieve latest research in the area. Lastly, few sources from the recommended list of reading were included which were appropriate for the research topic.
It can be seen that 28 out of 30 sources confirmed that transformational leadership has a strong effect on organisational performance. Only two studies (Budur, 2020; and Ahmad and Ejaz, 2019) suggested somewhat different from these 28 studies although the key premise remain the same i.e. strong effect of transformational leadership on organisational outcomes. Budur (2020) although suggested positive effect of transformational leadership on organisational performance, it was argued that the link is highly dependent on the inherent culture. The influence of transformational leadership on firm outcomes was found to be true for organisations which were innovation-based. The impact was not found to be existing for organisations which were not based on innovation. Ahmad and Ejaz (2019) on the other hand also agreed that transformational leadership positively impacted on organisational performance however transactional leadership was noted to have more impact than transformational leadership. Both the studies cannot be said to be against the main premise of strong impact of transformational leadership on firm outcomes, however, they both contributed towards identifying some different perspective. No other literature was found which identified these two perspectives although there were some literature which identified equal positive impact of two styles of leadership i.e. transformational and transactional on organisational outcomes such as Kamundia and Kombo (2021), Alrowwad and Abualoush (2020) and Ali and Islam (2020).
When the sources were reviewed, it was revealed that the effect of transformational leadership on firm outcomes was identified to be both direct and indirect. The literature which investigated the clear influence of transformational leadership on organisational performance explored how various attributes of transformational leadership such as inspiration, influence and shared vision result in enhanced organisational performance through improving employee performances. Studies such as López-Cabarcos et al (2021), Gamage (2021), Noviaristanti (2021), Purnama et al (2021), Abbas (2021), Akdere and Egan (2020), Alhshedi et al (2020), Yamin (2020), Razzaq et al (2020), Atan and Mahmood (2019) and Nam and Park (2019) linked the effect of transformational leadership on organisational performance through employee’s enhanced performance, learning, innovation, creativity and shared vision. No literature was found which contradicted with the link between transformational leadership with organisational performance through employee outcomes. It was thus confirmed that transformational leadership positively influences employees performances through improving their skills, competencies, learning, innovation and involvement. Since organisational performance is collective outcomes of the individual employee performances, the argument of these researchers that employees enhanced performance result in improved organisational performance is non-contradictory.
The literature which examined indirect impact of transformational style of leadership on organisational outcomes was through exploring the moderating role of transformational leadership on the relationship between variables such as innovation, organisational learning and employee competencies and organisational performance. Various studies explored the moderating role of transformational leadership such as Williams et al (2018) and Pawirosumarto and Astuti (2020) confirmed that transformational leadership moderates the relationship between various strategic initiatives such as employee learning, organisational culture, organisational innovation, intellectual capital development and other initiatives. These studies thus revealed that transformational leadership enhances the positive impacts of these strategic initiatives which in turn improve organisational performance.
The role of innovation was highly discussed in the research and the innovation culture and innovative behaviour was noted to be a major factor which was enhanced through transformational leadership and which impacted organisational performance (El Tarabishy et al, 2021; Noviaristanti, 2021; Pawirosumarto and Astuti, 2021; Alrowwad and Abualoush, 2020; Soomro et al, 2020; Nguyen and Luu, 2019; Chan et al, 2019). No research was found which contradicted the role of innovation on organisational performance through transformational leadership. It was confirmed that organisations which are innovative lead to enhanced outcomes in terms of operations and financial performance. Similarly, the effect of transformational leadership on organisational outcomes through organisational and employee learning was revealed through numerous studies such as Akdere and Egan (2020), Yamin (2020), Nguyen and Luu (2019) and Nam and Park (2019). No study was found which contradicted the positive influence of transformational leadership of employee and organisational learning and which negated the effect learning has on organisational performance.
The studies also discuss how various attributes of transformational leadership can affect organisational performances. The attributes of charisma, influence, inspiration and motivation were widely referred in the studies to engage and motivate employees leading to enhanced organisational performance (El Tarabishy et al, 2021; Gamage, 2021; Noviaristanti, 2021; Purnama et al, 2021; Chan et al, 2019; Williams et al, 2018). No study reviewed criticized any of the attributes of transformational leadership and thus it can be argued that transformational leadership style, behaviour and attributes collectively contributes towards enhancing organisational performance. Transformational leader’s capabilities to form positive relations with the followers have also been acknowledged in the studies to result in employee engagement and well-being and thus result in enhanced organisational performance (Gamage, 2021; Noviaristanti, 2021; Soomro et al, 2020).
- Conclusions
The synthesis matrix and literature review confirms that all of the studies selected for this review on transformational leadership and organisational performance confirms their positive relationship.
References
Abbas, S.K., 2021. Team Building Effect In Improving Employees’performance For Government Institutions. Academy of Entrepreneurship Journal, 27, pp.1-12.
Ahmad, M. and Ejaz, T., 2019. Transactional and Transformational leadership impact on Organizational Performance: Evidence from Textile sector of Pakistan. European Online Journal of Natural and Social Sciences: Proceedings, 8(2 (s)), pp.pp-97.
Akdere, M. and Egan, T., 2020. Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), pp.393-421.
Almaaitah, M., Alsafadi, Y., Altahat, S. and Yousfi, A., 2020. The effect of talent management on organizational performance improvement: The mediating role of organizational commitment. Management Science Letters, 10(12), pp.2937-2944.
Alrowwad, A.A. and Abualoush, S.H., 2020. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development.
Alhshedi, A., Bardai, B. and Al-Dubai, M., 2020. The effect of transformational leadership behavior on organizational performance in gold industry of Saudi Arabia. Journal of Process Management. New Technologies, 8(3).
Ali, K.S. and Islam, M.A., 2020. Effective dimensions of leadership style for organizational performance: A conceptual study. International Journal of Management, Accounting and Economics, 7, pp.30-40.
Buchanan, D.A. and Huczynski, A.A., 2019. Organizational behaviour. Pearson UK.
Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies, 7(3), pp.119-129.
Chan, S.W., Ang, S.F., Andleeb, N., Ahmad, M.F. and Zaman, I., 2019. The influence of transformational leadership on organization innovation in Malaysian manufacturing industry. International Journal of Supply Chain Management, 8(2), pp.971-976.
El Tarabishy, A., Hwang, W.S., Enriquez, J.L. and Kim, K.C., 2021. The empirical performance of humane entrepreneurship. Journal of the International Council for Small Business, pp.1-17.
Galvan, J.L. and Galvan, M.C., 2017. Writing literature reviews: A guide for students of the social and behavioral sciences. Routledge.
Gamage, A., 2021. Content and process approach to the job demands-resources model of emotional labour: A conceptual model. Public Money & Management, pp.1-9.
Hart, C., 2018. Doing a literature review: Releasing the research imagination.
Jackson, B. and Parry, K., 2018. A very short, fairly interesting and reasonably cheap book about studying leadership. Sage.
Kamundia, S.N. and Kombo, H.K., 2021. INFLUENCE OF STRATEGIC LEADERSHIP ON STRATEGY IMPLEMENTATION IN KENYAN UNIVERSITIES. Journal of International Business, Innovation and Strategic Management, 5(3), pp.31-45.
Kimakwa, S., Gonzalez, J.A. and Kaynak, H., 2021. Social Entrepreneur Servant Leadership and Social Venture Performance: How are They Related?. Journal of Business Ethics, pp.1-24.
Le, B.P. and Tran, Q.T., 2020. Leadership practice for building trust of followers: Decisive factors of organizational performance. SEISENSE Journal of Management, 3(2), pp.45-57.
López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2021. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research. In press.
Nam, K.A. and Park, S., 2019. Factors influencing job performance: organizational learning culture, cultural intelligence, and transformational leadership. Performance Improvement Quarterly, 32(2), pp.137-158.
Nguyen, T.T.N. and Luu, T.M.N., 2019. Linking transformational leadership and organizational performance: an empirical investigation of manufacturing firms in Vietnam. Economics & Sociology, 12(2), pp.170-191.
Noviaristanti, S. ed., 2021. Contemporary Research on Business and Management: Proceedings of the International Seminar of Contemporary Research on Business and Management (ISCRBM 2020), 25-27 November 2020, Surabaya, Indonesia. CRC Press.
Owie, E.T., 2019. Organizational change and improved performance: The role of transformational leadership. Humanities, Management, Arts, Education & the Social Science, 7(4), pp.1-8.
Pawirosumarto, S. and Astuti, P. 2020, Organizational Forgetting and Service Innovation Performance: The Mediation Role of Absorptive Capacity: A Moderated analysis. International Journal of Psychological Rehabilitation,24(1) .
Purnama, B.R., Elmi, F. and Rimawan, E., 2021. The Effect of Organizational Commitment, Perceived Organizational Support on Millennial Employee Performance through Employee Engagement as an Intervening Variable (Case Study of the Pandemic Era at PT Bank DKI City Hall Cluster, Central Jakarta). NVEO-NATURAL VOLATILES & ESSENTIAL OILS Journal| NVEO, pp.2767-2781.
Razzaq, S., Sami, A. and Hammad, M., 2020. Transformational Leadership and Organizational Performance in Western & Non-Western Context: Systematic Review of 2019. International Journal of Entrepreneurial Research, 3(3), pp.58-60.
Saad, G.B. and Abbas, M., 2019. The influence of transformational leadership on organizational and leadership effectiveness: An empirical case study of Pakistan. Amazonia Investiga, 8(21), pp.117-129.
Soomro, B.A., Mangi, S. and Shah, N., 2020. Strategic factors and significance of organizational innovation and organizational learning in organizational performance. European Journal of Innovation Management.
Williams Jr, R., Raffo, D.M. and Clark, L.A., 2018. Charisma as an attribute of transformational leaders: what about credibility?. Journal of management development. 37(6). pp. 512-524
Yamin, M., 2020. Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive advantage. Management Science Letters, 10(2), pp.313-326.
Zavari, M. and Afshar, M.R., 2021. The role of site manager transformational leadership in the construction project success. International Journal of Building Pathology and Adaptation. Vol. ahead-of-print No. ahead-of-print.
