A Review of the Relationship Between Core Leadership and Employee Performance

Research Article
Open access

A Review of the Relationship Between Core Leadership and Employee Performance

Jialin Bi 1*
  • 1 Curtin University    
  • *corresponding author BIJialin2255@STUDENT.WUST.EDU.PL
Published on 10 November 2023 | https://doi.org/10.54254/2754-1169/35/20231755
AEMPS Vol.35
ISSN (Print): 2754-1177
ISSN (Online): 2754-1169
ISBN (Print): 978-1-83558-091-2
ISBN (Online): 978-1-83558-092-9

Abstract

Core leadership and employee performance have long been a cliché and permeate every industry, and interest in the field is growing in both business and academic circles. While numerous scholars have deepened and revolutionized leadership theory through empirical research, a systematic review of these studies has not yet received attention. Therefore, the purpose of this paper is to connect its theoretical development to business practice and to identify directions for leadership development by answering the question of whether and how leadership affects employee performance. In order to explore this topic, this paper used a literature research approach to review and analyze the relevant literature. The major categories of this literature and the main structure of this review consist of four sections: leadership style, leadership behavior, leadership development, and the relationship between leadership traits and employee performance. The analysis shows that scholars generally acknowledge their decisive role in employee performance and that effective leaders need, at a minimum, intelligence, personal charisma, the ability to balance people and tasks, mentoring skills, cross-cultural awareness, the ability to switch styles of dealing with different situations, a sense of continuous self-improvement, and a global mindset.

Keywords:

leadership, employee performance, management

Bi,J. (2023). A Review of the Relationship Between Core Leadership and Employee Performance. Advances in Economics, Management and Political Sciences,35,171-177.
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References

[1]. Stephen, J. Z. (2007). Trait-based perspectives of leadership. American Psychological Association. Retrieved from https://oce.ovid.com/article/00000487-200701000-00003/HTML

[2]. Barsoux, J. L., Toegel, G., (2012). How to Become a Better Leader. MIT Sloan Management Review.

[3]. Ahearne, M., Mathieu, J., Rapp, A. (2005). To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90(5), 945–955.

[4]. De Pater, I. E., Yang, T.P., Yi, M., Wang, S., Zhang, Y. (2020). Empowering leadership: employee-related antecedents and consequences. Asia Pacific Journal of Management.

[5]. Gary, Y., Gregory, P., Rubina, M., Shahidul, H. (2019). Effectiveness of broad and specific leadership behaviors. Personnel Review.

[6]. Vesa, S. (2002). Global leader development: An emerging research agenda. Career Development International.

[7]. Cohen, S. L. (2010). Effective global leadership requires a global mindset. Industrial and Commercial Training.

[8]. Bergman, D., Lornudd, C., Sjöberg, L., Von Thiele Schwarz, U. (2014). Leader personality and 360-degree assessments of leader behavior. Scandinavian Journal of Psychology, 55(4), 389–397.

[9]. Judge, T. A., Kosalka, T., Piccolo, R. F. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855–875.

[10]. Alagaraja, M., Cumberland, D. M., Herd, A., Kerrick, S. A. (2016). Assessment and Development of Global Leadership Competencies in the Workplace. Advances in Developing Human Resources, 18(3), 301–317.

[11]. Blanchard, K. H., Hersey, P., NATEMEYER, W. E. (1979). Situational Leadership, Perception, and the Impact of Power. Group & Organization Studies (pre-1986). Retrieved from https://www.proquest.com/docview/232429433?accountid=10382

[12]. McCleskey, J. A. (2014). Situational, Transformational, and Transactional Leadership and Leadership Development. ProQuest, 5(4), 117–130.

[13]. O’Donnell, M., Taber, T., Yukl, G., (2009). Influence of leader behaviors on the leader‐member exchange relationship. Journal of Managerial Psychology, 24(4), 289–299.

[14]. Day, D. V., Gerstner, C. R., (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.

[15]. Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623.

[16]. Somech, A. (2006). The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams. Journal of Management, 32(1), 132–157.

[17]. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.

[18]. Anders, S., Hilde, H., Merethe Schanke, A., Ståle, E., Torbjørn, T., (2007). The Destructiveness of Laissez-Faire Leadership Behavior. American Psychological Associatio.

[19]. Bass, B. M., Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.

[20]. Leskiw, S., Singh, P. (2007). Leadership development: learning from best practices. Leadership & Organization Development Journal, 28(5), 444–464.

[21]. Elkington, R., Martin, S., Moss, J., Pearse, N. J., Van der Steege, M. (2017). Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century. Leadership & Organization Development Journal, 38(8), 1038–1056.

[22]. Blass, E. (2005). The rise and rise of the corporate university. Journal of European Industrial Training, 29(1), 58–74.

[23]. Azziz, A., Crotts, J. C., Kent, T. W. (2001). Four factors of transformational leadership behavior. Leadership & Organization Development Journal, 22(5), 221–229.

Cite this article

Bi,J. (2023). A Review of the Relationship Between Core Leadership and Employee Performance. Advances in Economics, Management and Political Sciences,35,171-177.

Data availability

The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.

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About volume

Volume title: Proceedings of the 7th International Conference on Economic Management and Green Development

ISBN：978-1-83558-091-2(Print) / 978-1-83558-092-9(Online)
Editor：Canh Thien Dang
Conference website: https://www.icemgd.org/
Conference date: 6 August 2023
Series: Advances in Economics, Management and Political Sciences
Volume number: Vol.35
ISSN：2754-1169(Print) / 2754-1177(Online)

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References

[1]. Stephen, J. Z. (2007). Trait-based perspectives of leadership. American Psychological Association. Retrieved from https://oce.ovid.com/article/00000487-200701000-00003/HTML

[2]. Barsoux, J. L., Toegel, G., (2012). How to Become a Better Leader. MIT Sloan Management Review.

[3]. Ahearne, M., Mathieu, J., Rapp, A. (2005). To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90(5), 945–955.

[4]. De Pater, I. E., Yang, T.P., Yi, M., Wang, S., Zhang, Y. (2020). Empowering leadership: employee-related antecedents and consequences. Asia Pacific Journal of Management.

[5]. Gary, Y., Gregory, P., Rubina, M., Shahidul, H. (2019). Effectiveness of broad and specific leadership behaviors. Personnel Review.

[6]. Vesa, S. (2002). Global leader development: An emerging research agenda. Career Development International.

[7]. Cohen, S. L. (2010). Effective global leadership requires a global mindset. Industrial and Commercial Training.

[8]. Bergman, D., Lornudd, C., Sjöberg, L., Von Thiele Schwarz, U. (2014). Leader personality and 360-degree assessments of leader behavior. Scandinavian Journal of Psychology, 55(4), 389–397.

[9]. Judge, T. A., Kosalka, T., Piccolo, R. F. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855–875.

[10]. Alagaraja, M., Cumberland, D. M., Herd, A., Kerrick, S. A. (2016). Assessment and Development of Global Leadership Competencies in the Workplace. Advances in Developing Human Resources, 18(3), 301–317.

[11]. Blanchard, K. H., Hersey, P., NATEMEYER, W. E. (1979). Situational Leadership, Perception, and the Impact of Power. Group & Organization Studies (pre-1986). Retrieved from https://www.proquest.com/docview/232429433?accountid=10382

[12]. McCleskey, J. A. (2014). Situational, Transformational, and Transactional Leadership and Leadership Development. ProQuest, 5(4), 117–130.

[13]. O’Donnell, M., Taber, T., Yukl, G., (2009). Influence of leader behaviors on the leader‐member exchange relationship. Journal of Managerial Psychology, 24(4), 289–299.

[14]. Day, D. V., Gerstner, C. R., (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.

[15]. Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623.

[16]. Somech, A. (2006). The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams. Journal of Management, 32(1), 132–157.

[17]. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.

[18]. Anders, S., Hilde, H., Merethe Schanke, A., Ståle, E., Torbjørn, T., (2007). The Destructiveness of Laissez-Faire Leadership Behavior. American Psychological Associatio.

[19]. Bass, B. M., Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.

[20]. Leskiw, S., Singh, P. (2007). Leadership development: learning from best practices. Leadership & Organization Development Journal, 28(5), 444–464.

[21]. Elkington, R., Martin, S., Moss, J., Pearse, N. J., Van der Steege, M. (2017). Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century. Leadership & Organization Development Journal, 38(8), 1038–1056.

[22]. Blass, E. (2005). The rise and rise of the corporate university. Journal of European Industrial Training, 29(1), 58–74.

[23]. Azziz, A., Crotts, J. C., Kent, T. W. (2001). Four factors of transformational leadership behavior. Leadership & Organization Development Journal, 22(5), 221–229.

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