Leadership Styles and Employee Performance: A Systematic Literature Review of Empirical Studies (2020-2025)
DOI:
10.33395/owner.v10i1.2925Keywords:
Employee Performance, Leadership Style, Organizational Culture, Systematic Literature Review, Transformational LeadershipAbstract
This systematic literature review comprehensively analyzes the relationship between leadership styles and employee performance based on empirical evidence from 2020-2025. The research population comprises employees and leaders across various organizational sectors including education, healthcare, and industry. Using the PRISMA framework with purposive sampling technique, the selection process from an initial pool of 500 studies identified through database searches yielded 14 high-quality empirical studies as the final sample that met the inclusion criteria. The methodology employed systematic literature review with rigorous quality assessment and analysis. Key findings reveal that the relationship between leadership styles and employee performance is predominantly positive and significant, with three distinct patterns emerging. The majority of studies (8 studies) demonstrated dominant positive influence from transformational and servant leadership, while several studies (3 studies) showed positive but non-dominant influence where organizational factors outweighed leadership effects. Notably, no studies found significant negative impacts from constructive leadership styles. Furthermore, the relationship was frequently mediated by variables including ethical organizational culture, knowledge sharing, and job security. In conclusion, this systematic review substantiates that adaptive, empowerment-focused leadership serves as a crucial driver of employee performance, offering substantial practical value for organizations to develop evidence-based, contextual leadership strategies that foster work environments conducive to sustained productivity and organizational excellence in the modern business landscape.
Downloads
Plum-X Analityc
References
Abdelmegeed, N. A., Ali, B., & Shah, N. (2023). Asia Paci fi c Management Review Predicting employee performance through transactional leadership and entrepreneur ’ s passion among the employees of Pakistan. Asia Pacific Management Review, 28(1), 60–68. https://doi.org/10.1016/j.apmrv.2022.03.001
Ahmed, S., Mubarak, S., Rawas, A. L., & Jantan, M. D. (2023). The moderating effect of leadership style on the relationship between job description and employee performance in the Omani public sector relationship between job description and employee performance in the Omani public sector. Cogent Business & Management, 10(3). https://doi.org/10.1080/23311975.2023.2288362
Al-Hyari, H. S. (2023). Job security as a mediating variable between innovative leadership and innovative work behavior among employees. Journal of System and Management Sciences, 13(1), 532–574. https://doi.org/10.33168/JSMS.2023.0128
Andrianto, M. T., Moeins, A., & Sunaryo, W. (2023). The Influence of Leadership Style on Employee Performance and Loyalty Mediated by Organizational Climate. Journal of World Science, 2(8), 1180–1187. https://doi.org/https://doi.org/10.58344/jws.v2i8.386
Ar-Rasyi, H. H. A., & Sopiah, S. (2023). Leadership Style and Employee Performance: Systematic Literature Review. Ebisnis Manajemen, 1(4), 100–111. https://doi.org/https://doi.org/10.59603/ebisman.v1i4.235
Astuty, I., & Udin, U. (2020). The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance. 7(10), 401–411. https://doi.org/10.13106/jafeb.2020.vol7.no10.401
Bastari, A., Eliyana, A., & Wahyu, T. (2020). Effects of transformational leadership styles on job performance with job motivation as mediation?: A study in a state-owned enterprise. 10, 2883–2888. https://doi.org/10.5267/j.msl.2020.4.019
Bezzina, F., & Cassar, V. (2025). Transformational and shared leadership relationships with employee performance and intention to leave among IT knowledge workers?: mediating effects of communication quality and organizational commitment. 1–17. https://doi.org/10.1108/CEMJ-08-2024-0263
Dinesh, M., Bijay, K., & Tara, U. (2024). Heliyon Impact of ambidextrous leadership on innovative work behaviour and employee performance in the IT sector. Heliyon, 10(13), e33124. https://doi.org/10.1016/j.heliyon.2024.e33124
Ern, B., Teoh, W., & Wider, W. (2022). The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia. September, 1–15. https://doi.org/10.3389/fpsyg.2022.913773
Eshete, S. K., Debela, K. L., & Kebede, T. A. (2025). Social Sciences & Humanities Open Inclusive leadership and employees ’ workplace performance?: The mediating role of employee engagement in five-star hotels in Addis. Social Sciences & Humanities Open, 12(March), 101940. https://doi.org/10.1016/j.ssaho.2025.101940
Fajar, R. K. (2022). Leadership style and personnel performance: A literature review. International Research Journal of Management, IT and Social Sciences, 9(4), 430–440. https://doi.org/https://doi.org/10.21744/irjmis.v9n4.2097
Fonseca, L., & Costa, D. (2020). The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance. 10, 1497–1504. https://doi.org/10.5267/j.msl.2019.12.017
Kebe, I. A., & Kahl, C. (2024). Charting Success?: The Influence of Leadership Styles on Driving Sustainable Employee Performance in the Sierra Leonean Banking Sector. https://doi.org/https:// doi.org/10.3390/su16219600 Academic
Khaled, S., Zu, A.-, Ibrahim, H., & Ismail, E. (2025). The Influence of Leadership Style on Employee Performance in Jordanian Banks?: The Mediating Role of Perceived Organizational Support. 12, 992–999. https://doi.org/https://doi.org/10.14419/z1atcn35
Koszela, A. (2022). Turnover-mitigating effect of servant leadership on job performance. 14(2), 67–81. https://doi.org/10.2478/emj-2022-0017
Liu, Y., Ali, A. A., Pan, J., & Xiao, Y. (2024). The effect of leadership styles on employee ’ s performance in Ethiopian sports organizations with mediating and moderating roles. 1–15. https://doi.org/https://doi.org/10.1038/s41598-024-81788-y 1
Mong, D. D., & Thanh, H. P. (2025). Relationship between internal legal compliance culture , leadership style , organizational trust , and employee engagement in Vietnam ’ s banking sector. https://doi.org/10.21511/bbs.20(1).2025.13
Nurna, N., & Wibowo, R. (2020). The effect of leadership style, organizational culture and motivation on employee performance. 10, 2037–2044. https://doi.org/10.5267/j.msl.2020.2.008
Ran, X., Rosli, R. B., & Ali, D. A. (2025). Research on the Impact of Leadership Styles Based on Organisational Climate on Employees’ Work Performance. International Journal on Recent Trends in Business and Tourism (IJRTBT), 9(2), 11–21. https://doi.org/https://doi.org/10.31674/ijrtbt.2025.v09i02.002
Rethlefsen, M. L., Kirtley, S., Waffenschmidt, S., Ayala, A. P., Moher, D., Page, M. J., Koffel, J. B., Blunt, H., Brigham, T., Chang, S., Clark, J., Conway, A., Couban, R., de Kock, S., Farrah, K., Fehrmann, P., Foster, M., Fowler, S. A., Glanville, J., … Group, P.-S. (2021). PRISMA-S: an extension to the PRISMA Statement for Reporting Literature Searches in Systematic Reviews. Systematic Reviews, 10(1), 39. https://doi.org/10.1186/s13643-020-01542-z
Ridwan, M., Sitanggang, H. D. M., & Anas, A. (2023). The Employee Performance and The Influence of Leadership Style and Work Environment. Jurnal Manajemen Bisnis, 10(2), 649–661. https://doi.org/https://doi.org/10.33096/jmb.v10i2.626
Salameh-ayanian, M., Lakkis, P., Jabbour, N., & Maalouf, A. (2025). Leading Through Uncertainty?: How Transformational and Transactional Leadership Shape Employee Satisfaction and Performance in Lebanese NGOs. https://doi.org/https://doi.org/10.3390/ admsci15050172 Copyright:
Syahrir, & Hasan, D. (2023). ASSESSING THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE PERFORMANCE IN THE HEALTH DEPARTMENT OF EAST JAKARTA. PROCURATIO: Jurnal Manajemen & Bisnis, 2, 76–85. https://doi.org/10.62394/projmb.v2i2.62
Wen, T., Hee, O., Kowang, T., Fei, T., Teo, P., & Wu, C. (2023). An empirical study of leadership styles and employee job performance in the malaysian private industry. International Journal of Academic Research in Business and Social Sciences, 13(3), 200–207. https://doi.org/https://doi.org/10.6007/IJARBSS/v13-i3/16453
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Dewi Zulvia, Yunia Wardi, Rino

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







