Abstract:
This article aimed to identify empirical studies that examine the intervening variables in the relationship between leadership styles (transactional, transformational, and servant) and organizational performance. Thus, we sought to deliver an evidence-informed answer to what variables mediate or moderate the relationship between leadership styles and organizational performance? The author conducted a systematic literature review; as Klassen et al. (1998), a systematic review is an inclusive search for appropriate studies on a specific topic, and those identified are then evaluated and synthesized according to a predetermined explicit method. A self-controlled screening process resulted in a final sample population of 36 suitable studies. The synthesis of these empirical studies shown: (a) research about servant leadership styles is limited; (b) the variables such as organizational size, support for innovation, and uncertainty(demand and technology) used as moderator, whereas employee trust in leaders, emotion, job satisfaction, employee engagement, organizational learning, organizational innovation, knowledge, collaborative culture, purposeful performance information use, stakeholders engagement, corporate social responsibility, situational strength, human capital enhancing, and organizational control features used as mediator variables; (c) there is no research about the moderating effect of organizational commitment on leadership styles and organizational performance. The commitment may smooth the process of achieving organizational goals and objectives. This study contributes to the development of the relationship between leadership styles and organizational performance.
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