Lewis Et Al, 2011

Journal of Cleaner Production 382 (2023) 134600
Contents lists available at ScienceDirect
Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro
Leadership styles and sustainable performance: A systematic

literature review
Katarzyna Piwowar-Sulej a, *, Qaisar Iqbal b
a
Wroclaw University of Economics and Business, Wroclaw, POLAND, Wroclaw University of Economics and Business, ul. Komandorska 118/120, 53-345, Wrocław,
Poland
b
IRC for Finance and Digital Economy, KFUPM Business School, King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia
A R T I C L E I N F O A B S T R A C T
Handling Editor: Dr. Govindan Kannan The aim of this paper is to synthetize and critically analyze the linkage between leadership styles and sustainable
performance (SP) through application of the rigor of systematic literature reviews. Bibliometric characterization
Keywords: of articles indexed in the Scopus database, network analysis and a manual in-depth review were carried out. The
Sustainable development final sample consisted of 47 documents. The most discussed leadership styles were sustainable leadership and
Sustainability
transformational leadership. The former was mostly linked with general SP, whereas the latter was linked with
Responsible leadership. sustainable leadership
environmental performance. In 41 out of the 47 papers, the authors provided empirical research. Upper echelon
Transformational leadership
Authentic leadership theory and resource-based view theory have been used in most of previous papers. This study synthesizes how
leadership influences SP (directly and indirectly) and reveals that the authors of the analyzed papers did not
establish a consensus regarding their empirical evidence. The prospects for future research are shown in terms of
research topics, methodology, and variables, as well as, i.a., terminological clarity and a holistic approach to SP.
1. Introduction followers’ behaviors, an answer to a question “how do leaders lead?”

(Aboramadan and Dahleez, 2020; Armstrong, 2012). Subject literature
Both the current functioning and development of each organization distinguishes many leadership styles – from traditional such as, e.g.,
depend on the characteristics of its leaders. To manage an organization, transactional leadership included in the typology by Bass (1990) to
not only vision and the efficient communication of that vision are modern concepts such as, e.g. agile leadership (Cinnioğlu, 2020). Many
required, but also skills related to motivating people. It seems evident previous studies developed sets of a leader’s characteristic behaviors
that appropriate leadership is necessary (Chen et al., 2018). However, assigned to specific leadership styles and introduced measurement tools
what is understood by the term “appropriate leadership” has been which help to identify a certain leadership style (e.g. (Jensen et al.,
changing for years (Kjellström et al., 2020). 2019; Zorn and Violanti, 1993),).
Changes in the business environment, including new requirements of Different styles of leadership styles treated as independent variables
company stakeholders, are influencing the way organizations should be have been explored in the context of their contribution to sustainable
managed. Another such change is the global shift toward sustainability development, or in more detail, to organizational sustainable perfor
(Smith and Sharicz, 2011). Traditional theories of development – which mance (SP). The latter reflects an organization’s “ability to meet the
remained in place until the 1970s – considered development within the needs and expectations of customers and other stakeholders in the long
framework of economic growth, and traditional leadership was only term, balanced by an effective organization management, by organiza
profit-oriented (Klarin, 2018). Current leaders have to find a balance tion staff awareness, by learning and applying appropriate improve
between the individual pillars of sustainable development (environ ments and innovation” (Stanciu et al., 2014) (p. 341). The notion of
mental, social and economic goals), which are interrelated (Correia, sustainability may be broadly defined and associated with processes and
2019). outcomes which occur on different levels (e.g., individual, group level)
This study focuses on leadership styles which are defined as a (Mazutis and Zintel, 2015) and measured differently (Bezerra et al.,
leader’s characteristic behaviors or behavioral patterns when directing, 2021). The same relates to SP which may be even treated as green
guiding and motivating groups of people, influencing – in turn – strategy (Dai et al., 2021). However, in this paper SP is treated as an
* Corresponding author.
E-mail address: katarzyna.piwowar-sulej@ue.wroc.pl (K. Piwowar-Sulej).
https://doi.org/10.1016/j.jclepro.2022.134600
Received 10 January 2022; Received in revised form 6 September 2022; Accepted 5 October 2022
Available online 10 October 2022
0959-6526/© 2022 The Author(s). Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
K. Piwowar-Sulej and Q. Iqbal Journal of Cleaner Production 382 (2023) 134600
operationalized research construct and is associated with a dependent allowed them to understand, describe, and interpret the texts and – as a
variable, an organizational outcome (results) of implementation of result – yielded a deeper insight into the findings of previous research.
sustainability-oriented activities, a company’s actual and observable Although there are some literature reviews devoted to similar
output (measured against its intended outputs) (Sapta et al., 2021). problems, they do not provide answers to the above-presented research
Pranugrahaning et al. (2021) listed the set of organizational SP in questions. Their authors also applied different methodologies while
dicators used by companies (e.g., company turnover – for economic reviewing previous papers. For example, Orlitzky et al. (2011) reviewed
performance, water consumption – for environmental performance, and only nine publications, focused on environmental sustainability and
contributions to society – for social performance). found that inspirational leadership with a long-term focus on
The above-presented definition of SP offers some characteristics of stakeholder-based values is needed. Strand (2011) in his review did not
an appropriate leadership style in the current circumstances of business present the research methodology and focused on the linkage between
functioning. Although some authors emphasized that transformational leadership theories, organizational culture and broadly defined corpo
leadership contributes to broadly defined SP through shaping respon rate responsibility (CSR, covering: processes, practices and outcomes,
sible practices and behaviors (e.g., (Burawat, 2019; Du et al., 2013; and such issues as, e.g., philanthropy). Gillan et al., 2021 in their review
Jiang et al., 2017; Widisatria and Nawangsari, 2021), others explored on ESG/CSR reporting identified objective leaders’ characteristics such
the positive effects of servant leadership (e.g. (Siddiquei et al., 2021; as, e.g, marital status and age, related to ESG/CSR scores. Mazutis and
Ying et al., 2020),) and responsible leadership (e.g. (Liao and Zhang, Zintel (2015) based on data from Web of Science (WoS) examined the
2020; Ur Rehman et al., 2021),). There are also authors who focused on linkage between different characteristics of leaders and managers (e.g.,
sustainable leadership (e.g. (Avery and Bergsteiner, 2011; Iqbal et al., demographic) and – similarly to Strand (2011) broadly defined CSR.
2020),). A literature review conducted by Santana and Lopez-Cabrales They found only 9 papers which discussed leadership style in the context
(2019) on the performance of sustainable human resource manage of sustainability, however those papers demonstrated relationships be
ment found that sustainable leadership is a weakly developed and tween a given leadership style with either responsible practices or em
marginalized topic. In turn, Kjellström et al. (2020) stated that leader ployees’ behaviors. Marques et al. (2018) covered in their review only a
ship in general is a multifaceted phenomenon which needs closer general responsible leadership style and provided a bibliometric analysis
exploration. Therefore, the aim of this study is to identify and investi of papers indexed in WoS and published between 2006 and 2016.
gate both quantitatively and qualitatively the styles (types) of leadership Similarly, Waite, 2013 – in her integrative review of papers published in
which positively stimulate SP. This will contribute to the development of selected journals – addressed only the general linkage between leader
the “leadership–SP” research field by providing an analysis, comparison ship, innovation, and sustainability. In turn, Fernández et al. (2006) and
and synthesis of previous findings (Paul and Criado, 2020). For the Evans et al. (2015) focused solely on leaders’ characteristics (e.g.,
purpose of this study, the following research questions were formulated: competencies and demographic traits) which respectively contribute to
environmental success and are presented in the scope of the environ
RQ1: What is the scientific structure of the “leadership–SP” research mental sciences. Moreover, Fernández et al. (2006) did not provide
field? The description of the structure of a given research field – detailed information about the research methodology, only stating that
associated with science mapping – is based on analyses of biblio they analyzed 88 papers which they subjectively assessed as being
metric characteristics of publications. It includes such information as relevant. Binti Zulkiffli and binti Latiffi (2016) focused on the charac
trends related to the amount of research (the number of publications teristics of sustainable leaders, however they did not provide informa
and the number of citations) as well as networks of keywords and tion about the methodology they used. Karassin and Bar-Haim (2019),
researchers. It uses techniques of visualization, e.g., wordcloud maps through a narrative review, explored different factors which stimulate
(Tibaná-Herrera et al., 2018). CSR performance and provided a general finding that leadership is a
RQ2: Which leadership styles and contexts of SP (general, environ significant mediator in predicting such performance. Czerniachowicz
mental, or social) are the most examined? et al. (2018) identified only 37 papers indexed in WoS which linked
RQ3: Which research approaches have been used most in the studies? leadership with CSR. The content analysis of these papers revealed only
RQ4: Which theories have been used to explain the linkage between 9 papers which discussed leaders’ characteristics (including leadership
a leadership style and SP? styles) in the context of different CSR issues (e.g., CSR practices,
RQ5: Which mechanisms of leadership’s impact on SP have been implicit/explicit CSR). Finally, Lis (2020) applied only one type of
recognized in previous studies? bibliometric analyses (the keywords co-occurrence analysis) of articles
RQ6: What was the result of examination of conditional factors in indexed in Scopus on the general intersections between leadership and
previous studies? CSR. He identified only 4 leadership styles divided into different the
RQ7: Which areas need further empirical exploration? matical clusters.
This review provides several contributions to the field. First, taking
There are many types of literature review, for example, scoping, into account previous literature reviews, this article is a pioneering one
narrative and systematic reviews. A systematic literature review as far as studies on “leadership–SP” are concerned. It applies method
approach (applied in this study) includes bibliometric analysis (needed ological rigor and different techniques of analysis. Based on 47 docu
for answering RQ1) as well as content analysis (Jiddi and Ibenrissoul, ments from the Scopus database, it identifies the main quantitative and
2020). The authors used bibliometric analysis to provide characteristics qualitative trends of the scientific output in the research field in question
of the scientific structure of the research field, because it should rely on (Camón Luis and Celma, 2020). Moreover, this study contributes to the
data which come from statistical analysis to measure the impact of au development of science by not only presenting and discussing the results
thors, journals, articles, and citations (Maditati et al., 2018). The main of analyses, but also formulating future research directions.
advantage of bibliometric methods is that they provide useful infor The remaining part of this article is organized as follows. The next
mation that refers to the evaluation of the scientific activity (Capo section presents the methodology of the literature review. It discusses
bianco-Uriarte et al., 2019) by introducing quantitative rigor into this the steps taken to obtain the final sample of articles for further analysis
evaluation (Zhang et al., 2017). and the bibliometric indexes and network analyses used. The third part
Content analysis needs qualitative and quantitative evaluation of the article presents the research results, which are divided into sub
(Duriau et al., 2007). It may provide information about research trends sections according to the detailed methods used in the literature review.
(topics) based on associations of the co-occurrence of keywords (Jiddi The research findings are then discussed in the context of their theo
and Ibenrissoul, 2020). However, in this paper the authors also applied retical implications and the research questions are answered. The Dis
in-depth analysis, covering the whole content of the articles which cussion section also presents practical implications. In the Conclusions
2
section the authors present the main contributions and limitations. popular bibliometric indexes (Khan et al., 2020), such as the number of
publications and the number of citations. To illustrate the results
2. Methodology graphically, figures were designed with MS Excel, WordSift (https://wor
dsift.org) and VOSViewer. This paper also presents data in tabular form,
This research project followed procedures that are typical for sys which resulted from the authors’ calculations made in MS Excel.
tematic literature reviews. The selection of documents to be included in The authors applied two types of network analysis: related to the
the review, the methodology for data extraction and the analysis were network of co-authorship and the network of keywords. In the first
geared toward answering the research questions (Xiao and Watson, analysis, the authors of selected papers constituted the unit of analysis.
2019). It was carried out from October 2021 to November 2021. The Both analyses were performed based on full counting using VOSViewer
first step was to choose the database and to determine the selection (Perianes-Rodriguez et al., 2016). A minimum of two documents by a
criteria for publications (Lewis et al., 2011) (Fig. 1). The authors used single author were set as a boundary condition for the creation of a
not only the general term of sustainable performance, but also envi network of the most productive co-authors. A total of 13 authors out of
ronmental performance and social performance because they are treated 107 met this condition.
as core elements of SP (Patiar and Wang, 2016). The second network analysis covered keywords. This type of analysis
The Scopus database was selected because it is considered to be the helps to identify the main topics of research within a domain and the
largest database of peer-reviewed literature (Dias et al., 2019). More relationships between them. The co-occurrence of words can also be
over, Scopus includes more journals covering the areas of business and used to identify directions for the further development of a given
management than WoS and thus decreases the risk of missing documents research area (Chen and Xiao, 2016). VOSViewer showed a total of 249
for this study (Baier-Fuentes et al., 2019). keywords. In the first step, the minimum number of occurrences of
A CSV file was downloaded from Scopus with bibliometric data keywords was set to five, as recommended by van Eck and Waltman
related to all the documents in the sample. Data related to articles (2014). Only six keywords met the condition, including only one lead
published on or before October 18th, 2021 was extracted. The CSV file ership style: transformational leadership. In the second step, the authors
was used as the input file for network analysis conducted with the decided to set the minimum number of occurrences of keywords to
VOSViewer software (van Eck and Waltman, 2014). The data from the three. In this case, 21 keywords met the threshold. This number is equal
CSV file was also imported to an XLS file in order to check whether all to the number of so-called high-frequency keywords in this research
articles were relevant and to provide further scientometric analyses. The sample calculated with the use of the formula presented by Donohue
relevance was assessed based on the manual content analysis, that is, (1973). The authors then excluded keywords which were irrelevant in
reading the titles and abstracts as recommended by Brereton et al. answering the research questions (e.g., leadership; Pakistan). Eight
(2007). The authors independently performed the content analysis and high-frequency keywords constituted the final network. As mentioned in
then compared their results, making a final list of documents. They the Introduction, the graphical representation of how knowledge areas
included only those papers which claimed or provided evidence on the and authors are interrelated is associated with science mapping (Santana
impact of specific leadership style (a “named” and measured leadership and Cobo, 2020).
style) on SP (including the individual dimensions of SP) to establish As Di Vaio et al. (2021) stated, “individual study of the documen
whether a paper was in line with the aims of the current study. After this tation and comparison of the results is an essential step in this type of
step, 47 articles constituted the final sample. methodology, because it guarantees greater solidity to the results of the
When conducting bibliometric analysis the authors used the most analysis” (p. 223). Therefore, the last step, i.e., qualitative in-depth
Fig. 1. The process of literature review – based on Xiao and Watson (2019).
3
study (manual content analysis as in the above-presented case of iden

tification of valid documents) was performed by all co-authors. They
worked independently and systematically to analyze each paper. In
particular, they focused on the styles of leadership and the scope of SP
(environmental, social, or complex) which were explored in a given
study, the detailed mechanism and conditional factors and the general
methods of empirical research used by previous researchers. The authors
systematized the collected results in the form of extended data base.
Their conclusions were subsequently compared to develop the sections
with qualitative results.
3. Results Fig. 3. Countries/regions represented in the studies on leadership in SP.
3.1. Findings from quantitative analysis

authors’ cooperation. The data was calculated with the use of Vos
Viewer. It shows that the most productive authors – while preparing
Although the articles were extracted on October 18th, 2021 (Fig. 2),
their papers – cooperated in practice with many other authors. Fig. 4
the final sample included articles dated between 1993 and 2022
presents the connections between authors. The largest set of connected
(because some of the articles were assigned to volumes published in
items consists of four authors: Manz, Manz, Shipper, and Adams. This
2022). The first article was published in 1993. It was written by
team of authors wrote two articles.
Craigmcgee and Bhushan and has been cited 12 times.
At this point it is worth emphasizing that Iqbal was mentioned six
The continuing growth of publications can be observed starting in
times as the first author in the list of authors. It is generally assumed that
2019. Although 2020 seems to be a record-breaking year with 16 arti
the name of the principal investigator is almost always mentioned first.
cles, 11 papers had been published by October 18th, 2021; thus, 2021
However, the order in which the remaining co-authors are listed in the
may prove to be the most productive period in the research sample.
paper does not necessarily reflect the extent of their contribution
To find the most productive countries/regions, the Wordsift tool was
(Subramanyam, 1983).
used. The word cloud consisting of the names of countries/regions is
The results of the keyword network analysis are presented in Fig. 5.
presented in Fig. 3. Both the size and the intensity of color matter. One
The network consists of eight items which form three clusters. In the
may notice that authors from China (16) and Australia (12) prevail in
map, the size of nodes manifests the frequency of keyword’s occurrence,
the sample, followed by researchers from the United States (10) and
while a line shows the relationships between keywords.
Malaysia (9).
Cluster 1 consists of such keywords as sustainability performance,
The 47 articles were published in a total of 37 journals and were cited
sustainable performance, and transformational leadership. It shows that
1461 times. The analysis of the journals’ titles indicates that the issue of
the most explored research topic was the role of transformational
leadership is discussed in journals that specialize in the field of general
leadership in SP. Cluster 2 includes such keywords as environmental
management (e.g., “Management Research”), journals devoted strictly
management, environmental performance, and responsible leadership.
to the problem of leadership (e.g., “Leadership and Organization
This research area focuses on the links between responsible leadership
Development Journal”) and journals that specialize in specific business
and environmental performance. Finally, Cluster 3 is constituted by the
domains (e.g., “Journal of Hospitality and Tourism Management”).
following two keywords: environment and sustainable leadership. It
Although the most productive journal was “Leadership and Organization
covers research on sustainable leadership and its impact on environ
Development Journal” (Table 1), it received only 0.82% of all citations.
mental performance.
The most influential journal was “Leadership Quarterly,” publishing
only one article but receiving 886 citations (60.64% of all citations in
the sample). 3.2. Findings from qualitative analysis
The total number of authors was 107. The articles were written by
between one and five scholars. As Table 2 shows, the most productive 3.2.1. The types of leadership and performance examined in previous
authors – Ahmad and Iqbal – stood out from the other researchers. studies
Although they published the most articles and received many citations, The in-depth content analysis of articles resulted in the identification
they were not the most influential authors. As mentioned above, the of 21 different leadership styles. The most popular (i.e., closely exam
most influential article received 886 citations (60.64% of all citations in ined in more than one paper) are presented in Table 3. As shown in
the sample) and was written by Gardner, Avolio, Luthans, May and below Table 3, sustainable leadership and transformational leadership
Walumbwa. both have been studied in highest number of studies i.e., nine. Envi
The total link strength shown in Table 2 indicates the scope of the ronmental leadership and ethical leadership have been consecutively
examined in five (10.64%) and four (8.51%) studies. Only three studies
are available which have taken each responsible leadership and servant
leadership as independent variable. In our sample, only two studies each
take authentic leadership and value-based shared leadership into ac
count. In four papers, more than one leadership style was explored.
As far as the type of performance is concerned, the most examined
was the general sustainable performance (Table 4). The analysis of
current sample reveals that sustainable performance has been highly
examined i.e., n = 20, 42.55%. Least number of studies are available
about social performance i.e., n = 8, 17.02%. Nineteen studies in current
sample talks about environmental performance.
The links between the most often discussed leadership styles and the
types of company performance are shown in Table 5.
Although the articles link the leadership styles with SP – as presented
Fig. 2. Number of articles published by year. in Table 5 – out of the 47 studies, only 10 papers provided empirical
4
Table 1
The most productive journals in the sample.
Journal Number of papers Percentage of papers in the Number of Percentage of citations in Number of citations
(n ≥ 2) sample citations the sample per paper
Leadership and Organization Development 4 8.51% 12 0.82% 3.00

Journal
Journal of Cleaner Production 3 6.38% 19 1.30% 6.33
Sustainability (Switzerland) 3 6.38% 57 3.90% 19.00
International Journal of Contemporary 2 4.26% 13 0.89% 6.50
Hospitality Management
International Journal of Manpower 2 4.26% 13 0.89% 6.50
not establish a consensus regarding their empirical evidence.

Table 2
Sustainable leadership (Burawat, 2019) and transformational lead
The most productive authors in the sample.
ership (Burawat, 2019; Jiang et al., 2017) both significantly influence
Author Number of Number of Number of Total link SP. On the other hand, Pantouvakis and Vlachos (2020) claimed that
articles (n ≥ 2) citations citations per strength
talent, which is viewed as a high-value human capital (Yu et al., 2014)
received article
and operant resources (Pantouvakis and Vlachos, 2020; Smith et al.,
Ahmad, 7 50 7.14 9 2014), has a stronger influence on SP than leadership (stakeholder,
N.H.
Iqbal, Q. 6 43 7.17 9
formal, authoritarian, and growth).
Zhang, Y. 3 14 4.67 2 Responsible leadership significantly influences each dimension of
Adams, S. 2 18 9.00 6 SP, namely, economic, social, and environmental performance (Javed
B. et al., 2020). Though past studies have validated the positive impact of
Manz, C. 2 18 9.00 6
socially responsible leaders and entrepreneurial leadership on environ
C.
Manz, K. 2 18 9.00 6 mental and social performance (Nor-Aishah et al., 2020; Phillips et al.,
P. 2019), this is not the case with economic performance (Nor-Aishah
Shipper, 2 18 9.00 6 et al., 2020). Contrary to this, ethical leadership and responsible lead
F. ership were found to significantly influence social performance (Fatoki,
Halim, H. 2 7 3.50 4
A.
2019; Javed et al., 2021), but not environmental performance (Fatoki,
Gupta, V. 2 4 2.00 2 2019). Pirayesh and Pourrezay (2019) and Gupta and Zhang (2020)
Khan, S.A. 2 18 9.00 2 both concluded that there is a significant impact of transformational
R. leadership on environmental performance. Furthermore, controlling for
Patiar, A. 2 53 26.50 2
left- and right-wing populism, populist leadership significantly lowers
Wang, Y. 2 53 26.50 2
Javed, M. 2 3 1.50 0 environmental performance (Böhmelt, 2021). Moreover, two di
mensions of ethical leadership – leader humane orientation and leader
responsibility and sustainability orientation – significantly influence
evidence about the direct effect of different styles of leadership, such as social performance. The impact of one dimension of ethical leadership, i.
sustainable, transformational, responsible, ethical, populist, and entre e., leader moderation orientation, on social performance is not signifi
preneurial leadership (independent variable), on sustainable perfor cant (Wang et al., 2017).
mance (dependent variable) and its three dimensions. Their authors did
Fig. 4. Visualization of networks of authors.
5
Fig. 5. Visualization of the network of keywords.
3.2.2. Research approaches used in the analyzed articles (Chang et al., 2020). Moreover, in this review, empirical evidence of
In 36 out of the 47 papers, the authors provided quantitative four studies are based on the application of three theories such as
empirical research. The remaining papers were either qualitative or resource-based view with dynamic capability and job-demand resource
theoretical. A case study approach was applied in six papers and five theory (Iqbal et al., 2020), social learning theory with social exchange
papers were conceptual based. In 24 articles out of 36 quantitative theory and the job demands-resources model (Iqbal et al., 2020a), social
studies, a cross-sectional approach to collecting data from a single legitimacy theory with institutional theory and organizational fitness
source, the employees, was adopted. Only three studies used multi- theory (Gupta and Zhang, 2020), and social exchange with social
source data. Moreover, there were only three multilevel studies in the cognitive and social learning theory (Darvishmotevali and Altinay,
final sample. In two studies, the authors used secondary data. One study 2022).
adopted a mixed-mode research approach. Partial least square – struc
tural equation modelling (PLS-SEM) was used in 22 articles and 3.2.4. Mechanism: leadership and sustainable performance
regression analysis in seven articles. SPSS Macro Process and valuation Only 25 research papers out of our sample elaborated on the
ratios were used in one research paper each. mechanism of the “leadership–SP” relationship. Only four papers were
theoretically driven and proposed factors such as total quality man
3.2.3. Theories used in previous studies agement, authentic followership, organizational learning and complex
Out of 47, 16 papers have not used any theoretical background to adaptive behavior to strengthen the “leader–performance” relationship.
examine the relationship of a given leadership style and SP (including its Empirically, the studies focused on transformational, sustainable,
sub-dimensions). Two theories such as the upper echelon theory (Iqbal responsible, transactional, ethical and charismatic leadership.
et al., 2021b; Iqbal and Ahmad, 2021; Liao and Zhang, 2020) and In the context of the knowledge-driven organization, de Sousa and
resource-based view theory (Iqbal et al., 2020; Pantouvakis and Vlachos, van Dierendonck (2010) proposed that servant leaders fully comply with
2020; Ren et al., 2020; Rizvi and Garg, 2020; Singh et al., 2020) has been the global meaning framework and can therefore influence social per
used in most of the studies (n = 5 for each) followed by the social ex formance through their complex adaptive behavior, which concerns
change theory (Darvishmotevali and Altinay, 2022; Gardner et al., 2005; emergent adaptation, continuous learning and innovative and entre
Iqbal et al., 2020a; Wang et al., 2017) in four studies and the preneurial culture. Following the leader’s and followers’ personal ex
ability-motivation-opportunity theory (Al-Swidi et al., 2021; Rizvi and periences and triggered phenomena, Gardner et al. (2005) proposed a
Garg, 2020; Singh et al., 2020), and social learning theory (Darvish mediating role of authentic followership on the “authentic leader
motevali and Altinay, 2022; Iqbal et al., 2020a; Su et al., 2020) each in –follower SP”. Further, Craigmcgee and Bhushan (1993) posited that
three papers. Moreover, the previous authors have also employed the environmental leaders could employ total quality management practices
path-goal theory (Patiar and Wang, 2020), contingency theory (Javed to promote environmental sustainability in their firms, considering the
et al., 2020), complexity theory (de Sousa and van Dierendonck, 2010), criteria for the Malcolm Baldrige quality award as a benchmark.
knowledge-based theory (Sapta et al., 2021), conservation of resources Sapta et al. (2021) conducted an empirical study among farmers in
theory (Chang et al., 2020), service-dominant logic theory (Pantouvakis Indonesia and found that transformational leadership indirectly influ
and Vlachos, 2020), neo-institutional theory (Gupta and Zhang, 2020), enced SP through knowledge management. Based on the upper echelon
job-demand resource model (Iqbal et al., 2020a), leader-member ex theory, Iqbal et al. (2020a) proposed that frugal innovation significantly
change theory (Jiang et al., 2017), structural theory of organizational mediates the relationship between sustainable leadership and SP.
behavior, self-discrepancy theory and self-determination theory (Gard Moreover, past studies from countries such as China, Pakistan, Malaysia,
ner et al., 2005) in their empirical studies. Indonesia, India and Brunei provided empirical evidence about the in
In the analyzed sample, there are only three multilevel studies. In direct effect of sustainable leadership on SP through psychological
these studies, three theories such as stakeholder theory (Javed et al., safety (Qaisar Iqbal et al., 2020c), organizational learning (Iqbal et al.,
2021), social identity theory (Zhao and Zhou, 2019) and resource-based 2020a), structural empowerment (Sulasmi et al., 2020) and frugal
theory (Ren et al., 2020) have been used separately. Among unilevel innovation (Iqbal et al., 2021b). In a study among manufacturing firms
research, eleven studies have been conducted on the integration of two in Thailand, Burawat (2019) confirmed a partial mediating role of lean
theories such as natural resource-based view with dynamic capability manufacturing in the relationship between sustainable leadership and
theory (Iqbal and Ahmad, 2021), service dominant logic with transformational leadership with SP. Patiar and Wang (2020) conducted
resource-based view (Pantouvakis and Vlachos, 2020), upper-echelon a quantitative study among employees in four- or five-star hotels in
theory with effectuation theory (Q. Iqbal et al., 2020), stakeholder Australia. They established the mechanism of a transformational and
theory with contingency theory (Javed et al., 2020), the upper echelon transactional “leadership–SP” relationship on the basis of managers’
perspective with effectuation theory (Iqbal et al., 2020), stakeholder perceived compensation and benefits practices. Moreover, Javed et al.
theory with upper-echelon perspective (Liao and Zhang, 2020), upper (2021) found that innovation significantly mediated the relationship of
echelons theory with effectuation theory (Nor-Aishah et al., 2020), the responsible leadership with each dimension of SP. However, their study
resource-based view with the ability-motivation-opportunity theory did not suggest a mediating impact of corporate reputation on the
(Singh et al., 2020), the resource-based view with the group engagement “responsible leadership–environmental performance” relationship.
model (Wang et al., 2017), the ability-motivation-opportunity model The extant literature from SMEs and large manufacturers has
with social information theory (Al-Swidi et al., 2021) and Herzberg’s confirmed the indirect impact of sustainable leaders on environmental
two-factor theory of motivation with conservation of resources theory performance through environmental innovation and frugal innovation
6
Table 3 Table 3 (continued )

The most oftena examined leadership styles in empirical papers. Type of leadership Attributes of the style Number of Percentage of
Type of leadership Attributes of the style Number of Percentage of (with references) articles articles in the
(with references) articles articles in the examining the sample
examining the sample given type
given type
their material and
Sustainable promotes novelty and 9 19.15% spiritual condition
leadership sharing creation ideas, (Darvishmotevali and
focuses on learning and Altinay, 2022; Siddiquei
continuous et al., 2021)
improvement, and Authentic concerns about relational 2 4.26%
embraces errors in a non- leadership transparency, balanced
punitive manner processing, internalized
(Burawat, 2019; Iqbal moral perspective, and
et al., 2020a; Iqbal et al., self-awareness (Chang
2021a; 2021b; Iqbal et al., 2020; Gardner
et al., 2020a; Iqbal et al., et al., 2005)
2020; Sulasmi et al., Value-based develops an interactive 2 4.26%
2020) shared dynamic influence
Transformational evolves around 9 19.15% leadership process in which
leadership inspirational motivation, organization members
individualized lead one another to help
consideration, idealized reach team and
influence, and organizational goals
intellectual stimulation (Manz et al., 2010, 2011)
(Burawat, 2019; Jiang a
Examined in more than one paper.
et al., 2017; Patiar and
Wang, 2016; Sapta et al.,
2021); their behavior (Iqbal et al., 2021a, 2021b). Patiar and Wang (2020) empirically vali
motivates followers to dated the mediating role of organizational commitment in the rela
achieve environmental
goals and inspires
tionship between transformational leadership with social and
followers to perform environmental performance. Furthermore, Rizvi and Garg (2020) con
beyond expected levels ducted a study among Indian oil and gas companies and found a partial
(Rizvi and Garg, 2020; S. mediating effect of green culture between green transformational lead
K. Singh et al., 2020),
ership and environmental performance. In agriculture firms, it has been
based on political skills
and charismatic proven empirically that responsible leaders can also adopt green inno
leadership (Gupta and vation practices, which concerns green innovation strategy and actions
Zhang, 2020). meant to foster environmental performance (Su et al., 2020). In their
Environmental possesses strong 5 10.64% study among top managers of Chinese medical firms and pesticide
leadership environmental values,
promotes environmental
producers, Ren et al. (2020) established that there is a mediating role of
practices, and influences the top management team’s green commitment on green
both internal and HRM–environmental performance, where green leadership is deemed a
external stakeholders (Su vital part. Additionally, Singh et al. (2020) emphasized the indirect
et al., 2020)
impact of transformational leadership on green innovation, which is
Ethical leadership fosters the normatively 4 8.51%
appropriate conduct crucial to environmental performance, through green HRM practices
through personal actions involving employees’ green ability, green motivation, and green op
and interpersonal portunity. On the other hand, Zhang and Wei (2021) released the only
relationships and study to examine and confirm a mediating role of environmental per
promotes such conduct
to followers through two-
formance in the interactive term (charismatic leadership and the pro
way communication, gression of product life cycle) and financial performance of Chinese
reinforcement, and SMEs. Moreover, in a study among employees in the hospitality sector,
decision-making (Ren authentic leaders were proven to enhance career satisfaction (as an
et al., 2020; Siddiquei
element of social performance) via culture of learning and vitality
et al., 2021; Wang et al.,
2017) (Chang et al., 2020).
Responsible focuses on relationship- 3 6.38%
leadership building, relational 3.2.5. Contextual factors: leadership and sustainable performance
governance, and sharing Out of the 47 studies in our sample for this review, only 11 papers
orientation (Liao and
Zhang, 2020), a process
provided empirical evidence about the conditional factors on the rela
where a leader finds tionship of different types of leadership: sustainable, charismatic,
consensual solutions transformational, responsible, authentic, entrepreneurial, ethical, and
through discursive shared leadership with SP and its three dimensions: social, economic,
decision-making (Javed
and environmental performance. Only three papers talked about
et al., 2020, 2021)
Servant leadership portrays an altruistic 3 6.38% moderating the impact of servant, ethical, and sustainable leadership
personality in favor of itself on the relationship of green HRM and buyer–supplier relationships
followers and assists with environmental performance and social performance.
them in growing and Based on a case study in Herman Miller Corporation, Manz et al.
learning by providing
opportunities to
(2011) concluded that commitment to ongoing creativity and recogni
experience and improve tion of stakeholders as a resource might act as conditional forces on the
“shared leadership–SP” relationship. Moreover, in the maritime in
dustry, organizational culture (formal and learning) significantly
7
Table 4 Table 5
Types of performance discussed in the context of sustainability. Connections between the most often discusseda leadership styles and the types of
Type of Characteristics of latent Number of Percentage of
organizational performance.
performance variables articles articles in the Type of performance
examining the sample
given type Type of leadership Environmental Social Sustainable
Sustainable comprised of economic, 20 42.55% Authentic 1 1

operational, and Environmental 4
environmental Ethical 2 1 1
performance (Sapta et al., Responsible 1 1 1
2021); economic, social, Servant 2 1
and environmental Sustainable 1 1 7
performance (Q. Iqbal Transformational 6 3
et al., 2020; Javed et al., Value-based shared 2
2020; Nor-Aishah et al., a
Examined in more than one paper.
2020); economic, social,
environmental, and
economic stakeholder bricolage did not amplify the relationships of entrepreneurial leadership
sustainability performance with environmental, social, or economic performance. Bricolage is
(Pantouvakis and Vlachos, defined as an ability to seize opportunities and deliver value by
2020); social and
environmental
recombining the resources at hand (Davidsson et al., 2017).
performance (Patiar and Zhang and Wei (2021) conducted a study among SME employees in
Wang, 2020); operational, China and confirmed the moderating impact of the product life cycle,
financial, environmental, which is comprised of four stages, namely introduction stage, growth
and social performance
stage, mature stage, and declining stage and covers product
(Burawat, 2019); or task
and relational performance manufacturing and sales timeline (Levitt, 1965), on the “charismatic
(Jiang et al., 2017) leadership– environmental performance” relationship. Another study
Environmental takes into account task- 19 40.43% conducted among Chinese SMEs confirmed that the knowledge-sector
related and proactive identification, which facilitates the awareness of organizations about
environmental
performance
their interconnectivity with other stakeholders, enables them use re
(Darvishmotevali and sources efficiently by creating and applying knowledge on an individual
Altinay, 2022), effectively and collective level (Chichilnisky and Gorbachev, 2004), does not
meets and exceeds moderate the positive effect of transformational leadership on envi
society’s expectations with
ronmental performance (Gupta and Zhang, 2020). Moreover, in their
respect to concerns for the
natural environment study among hotel employees in Almaty, Kazakhstan, Darvishmotevali
(Gupta et al., 2019; Ren and Altinay (2022) it was confirmed that servant leadership moderates
et al., 2020), focuses on the the relationship between green HRM and proactive employees’
efficiency of material and pro-environmental performance and environmental awareness, but does
energy consumption (Iqbal
et al., 2021a; Liao and
not moderate the pro-environmental performance related to green HRM
Zhang, 2020; S. K. Singh tasks. In another study from China, Ren et al. (2020) provided empirical
et al., 2020), and is evidence in support of a positive moderating impact of CEO ethical
concerned about leadership on the indirect relationship of green HRM and environmental
energy-saving, pollution
performance through the top management team’s green commitment.
prevention, waste
recycling, no toxicity, or Wang et al. (2017) conducted a study to examine the integrated
green product designs relationship of ethical leadership and social performance among Chinese
(Siddiquei et al., 2021) manufacturing firms. Accordingly, they found that leader justice
Social evaluates trust in and 8 17.02% orientation did not moderate the relationship of ethical leader’s humane
satisfaction with supply
chain partners (Akhtar
orientation (awareness about employees’ human rights), leader re
et al., 2017), takes care of sponsibility or sustainability orientation with social performance.
people and the planet Leader justice orientation enables managers to treat others fairly irre
along with making profit spective of their gender, color, religion, nationality, and socio-economic
(Javed et al., 2020), and
status (Treviño et al., 2003). Moreover, the “ethical leader’s moderation
promotes commitment
towards social orientation (self-control, humility, ethically neutral behavior)–social
expectations (Rao and performance” relationship is amplified in the presence of a leader justice
Holt, 2005) orientation (Wang et al., 2017). By employing multi-wave and
multi-source research design, Javed et al. (2021) provided empirical
support in favor of authenticity as a conditional factor on the relation
moderated the “leadership–SP” relationship (Pantouvakis and Vlachos,
ship between responsible leadership and firm’s social performance.
2020). In a study among SMEs from Malaysia, Indonesia, and Brunei,
Chang et al. (2020) also concluded there was a conditional effect of
Iqbal, Ahmad, Nasim, et al. (2020) and Iqbal et al. (2020) found that
psychological contract fulfillment on the indirect effect of authentic
psychological empowerment amplified the indirect impact of sustain
leadership on career satisfaction (being the element of social perfor
able leadership on SP through psychological safety and organizational
mance) through learning and vitality. Psychological contract fulfilment
learning, respectively. Psychological empowerment enables organiza
are individual beliefs which are based on the exchange agreement be
tions to reinforce their employees self-efficacy by sharing quality in
tween themselves and their organizations (Chang et al., 2020; Rousseau,
formation with them through formal and informal organizational
1998). Moreover, Awan and Khan (2021) found that sustainable lead
practices which eradicates their feelings of powerlessness (Conger and
ership significantly moderated the relationship between buyer–supplier
Kanungo, 1988). In spite of this evidence, in a study among SMEs in
relationships and social performance in manufacturing firms in
Malaysia, Nor-Aishah et al. (2020) reported that entrepreneurial
Pakistan.
8
After thoroughly reviewing all the quantitative papers in the and green leadership styles in particular focused on environmental
analyzed sample, the authors have exhibited the mechanism and con performance (which is obvious).
ditional factors which refer to the “leadership style-SP” relationship in Examining different leadership styles in the context of their impact
the shape of the below framework (Fig. 6). on environmental performance is in line with the general evolution of
how sustainable development has been defined. This concept gained
3.2.6. Directions for future research identified in the sample popularity after the Brundtland Commission (1987) emphasized that the
Authors who published theoretical/conceptual papers, such as Iqbal Earth’s resources are at risk. The environmental context was historically
et al. (2020b) as well as Correia de Sousa and van Dierendonck (2010), first (Klarin, 2018) and even nowadays the environmental bottom line
generally recommended empirical research be conducted which would has been recognized as a basis for the other pillars of sustainability
examine their propositions. More detailed future research avenues are (Scharlemann et al., 2020).
presented in Table 6. One interesting finding is that an integration of different leadership
styles in the form of sustainable leadership has been happening. More
4. Discussion over, sustainable leadership is mostly linked with sustainable perfor
mance, which also indicates that sustainable development means the
4.1. Theoretical contributions integration of economic, social, and environmental goals.
As Waite, 2013 stated, leadership has indefinite targets related to
The quantitative analysis conducted in this paper provided infor sustainability. The current study shows that authors used different ap
mation to describe the scientific structure of the “leadership–SP” proaches to defining and measuring SP. They also applied different
research field (RQ1). Firstly, the research field consists of 47 articles, methodologies of empirical research; however, the most common
authored by a total of 107 authors and published in a total of 37 journals. research approach was a cross-sectional design. The authors mainly
The most productive journal was “Leadership and Organization Devel employed the PLS-SEM approach to analyze their data collected at the
opment Journal,” but the most influential in terms of citations received individual level, that is, from employees (RQ3). To the best of the au
was “Leadership Quarterly.” The most productive author was Ahmad, thors’ knowledge, there is no prior review paper about the linkage of
and the most influential were Gardner, Avolio, Luthans, May and leadership style with organizational/firm/business performance which
Walumbwa. All these authors cooperated with other researchers – which could potentially work as a benchmark to differentiate research design
can be treated as “a recipe for success” in this case. The majority of the and methodological approach from the present study.
authors came from China – like in the case of leadership in the context of The most popular theory used to explain the “leadership style-SP”
broadly defined CSR (Czerniachowicz et al., 2018) – and Australia. A relationship is the upper echelon theory and the resource-based view
majority (41 out of 47) of the studies were empirical. theory which constitutes the answer to RQ4. This result provides evi
In an answer to RQ2, one can state that the cluster analysis of key dence that there is a difference between studies which generally link
words indicated that transformational leadership was the most often various leaders’ characteristics with CSR processes and outcomes and
examined leadership style. The in-depth content analysis revealed that research which focuses on the linkage between leadership style and SP.
the transformational and sustainable leadership were the most popular In the first case, the agency theory and stakeholder theory is broadly
topics. This finding enriches previous studies which found that in the used (Mazutis and Zintel, 2015). As compared to multilevel studies,
general CSR domain the most examined was ethical and trans unilevel research in our sample offers more complex integrated frame
formational leadership (Czerniachowicz et al., 2018; Lis, 2020). work based on the multiple theories.
Although the issue of sustainable performance prevailed in the sample, Moreover, although in many papers the “leadership–SP” relationship
the second most discussed type of performance was environmental. The was identified, only a few studies provided evidence of the direct impact
most often explored leadership styles (in general) were mostly linked of leadership on SP. The current review study also concludes that past
with environmental performance. Studies devoted to transformational studies confirmed the mediating role of total quality management
Fig. 6. The integration of variables used in quantitative papers.
9
Table 6 practices (Craigmcgee and Bhushan, 1993), authentic followers (Gard

Directions for future research identified in the selected papers. ner et al., 2005), lean manufacturing (Burawat, 2019), frugal innovation
Research area New perspectives Authors (Qaisar Iqbal et al., 2020b), psychological safety (Qaisar Iqbal et al.,
2020c), organizational learning (Iqbal et al., 2020a), structural
Related to types of • to examine the role of Rok (2009);
leadership and organic leadership in Darvishmotevali and empowerment (Sulasmi et al., 2020), managers’ perceived compensa
performance organizational social Altinay (2022); Ren et al. tion and benefits (Patiar and Wang, 2020) and knowledge management
performance (2020); Correia de Sousa (Sapta et al., 2021) on the “leadership–SP” relationship. Although the
• to further explore and van Dierendonck focus of this study is on SP, the current review findings are in line with
transformational (2010)
leadership
other studies which has confirmed the mediating impact of empower
• to examine such types of ment (Aufegger et al., 2019), knowledge management (Inkinen, 2016;
sustainable performance Kılıç and Uludağ, 2021), organizational learning (Nguyen and Luu,
as green creativity and 2019) and innovation (Gong et al., 2021) on the “leadership–firm
green consumer behavior
(financial/marketing/operational) performance relationship”. This
• to investigate whether
knowledge-based organi constitutes the answer to RQ5. Previous authors who provided empirical
zations with a servant evidence about the mechanism of “leadership–SP” came from Australia,
leadership model demon Thailand, Pakistan, China, India, Malaysia, Indonesia, Australia and
strate complex adaptive Brunei.
behavior and the impact
of complex adaptive
In response to RQ6, this review has also confirmed that only a few
behavior on both organi studies evaluated and claimed a positive impact of conditional factors –
zational and social namely, commitment – on the ongoing creativity and recognition of
performance stakeholders (Manz et al., 2011), organizational culture (Pantouvakis
Methodological • scope of research: to cover Sapta et al. (2021); Iqbal
and Vlachos, 2020) and psychological empowerment (Iqbal et al.,
recommendations other regions (developed and Ahmad (2020); Iqbal,
countries), sectors, or Ahmad, and Li (2021a); 2020a, 2020b) on the relationship between leadership and sustainable
teams Iqbal et al. (2020a); performance. Contrary to these findings, Nor-Aishah et al. (2020)
• research approach: Siddiquei et al. (2021); concluded that there was a positive impact of entrepreneurial bricolage
multilevel research Ahmad et al. (2021); ; Liao as moderator on the “leader–SP” relationship. These review findings are
• sampling: large sample and Zhang (2020); Iqbal
similar to past studies where authors have confirmed the indirect impact
size, large firms et al. (2020); Iqbal,
• data collection: multi- Ahmad, and Li (2021a) of leadership on performance through collective culture (Balwant, 2016;
source data, multiple re Rizvi and Garg (2020); Liu et al., 2021) and organizational commitment (Saleem et al., 2021).
spondents (e.g., responses Iqbal et al. (2020); However, Iqbal et al. (2021b) have provided empirical evidence in favor
from both managers and Nor-Aishah et al. (2020);
of negative moderating effect of entrepreneurial bricolage on the
employees) Patiar and Wang (2020);
• research methods and Iqbal, Ahmad, and Li “leadership – firm (financial/marketing/operational) performance”
tools: longitudinal study, (2021b); Sulasmi et al. relationship. Studies have mostly been conducted on SMEs. There is a
case study, or interview- (2020); Akhtar et al. dearth of studies among large manufacturing firms and from developed
based psychological (2017); Patiar and Wang countries and Europe.
analysis (2016)
This study – to answer RQ7 – suggests new directions for future
• measures: applying
objective measures and research, which is in line with the requirements of a valuable literature
determining the difference review (Paul and Criado, 2020). These research directions were divided
between subjective and into a) those related to types of leadership and performance, b) meth
objective measurement
odological, and c) additional variables which are recommended to be
Moderators • intrinsic rewards Darvishmotevali and
• supervisors’ personality Altinay (2022); Siddiquei
used in future research (moderators, mediators, or control variables).
traits et al. (2021); Iqbal, The authors of analyzed articles advocated for further research on
• green organizational Ahmad, and Li (2021a); transformational and servant leadership, but also recommended that
identity Rizvi and Garg (2020); additional styles of leadership, such as organic leadership, be explored.
• management support Ahmad et al. (2021); Iqbal
Although this leadership style is similar to servant and value-based
• national culture and Ahmad (2020); Singh
• green behavior et al. (2020); Patiar and shared leadership, it is also based on teamwork and self-organization
• environmental beliefs and Wang (2016) and it relinquishes the formal distinction between leaders and em
values ployees (Rok, 2009). Numerous methodological aspects have also been
Mediators • employee attitude Siddiquei et al. (2021);
raised by the authors of the selected articles. Future lines of research
• stakeholders’ satisfaction Ahmad et al. (2021);
• competitive advantage Javed et al. (2020);
should apply multilevel studies and different research methods, it should
• shared vision and values Burawat (2019); Wang also strive for objectivity of measurement, among other things. The re
• self-leadership et al. (2017) searchers also recommended the use of additional variables in future
• organizational team research (e.g., national culture as a moderator, competitive advantage as
orientation
a mediator, and organizational sector as a control variable).
• consensual decision-
making Moreover, the above-presented considerations lead to the formula
• organizational culture tion of future research avenues other than that mentioned by previous
• employee behavior authors which is an additional theoretical implication of this study. The
Control variables • organizational sector Iqbal, Ahmad, and Li first includes activation of regions which are underrepresented in the
• country of origin (2021a); Chang et al.
• employee age and gender (2020); Su et al. (2020);
research sample (e.g., Eastern European countries), as depicted in the
• scale of assets Jiang et al. (2017); Patiar word cloud in Fig. 3. Moreover, the mechanisms and conditional factors
• ownership and Wang (2016) have been verified in specific countries; therefore, it is worth conducting
• R&D replicative research to check whether these variables influence the
• personal and
relationship between leadership and SP in the same way. Collaboration
organizational
characteristics between authors from different regions would contribute to the science
• cultural values and increase the impact of co-authors. This study provides evidence that
collaboration matters in terms of authors’ productivity.
10
This review also shows that different leadership styles are linked 4.2. Practical implications
with SP, but not all authors empirically analyzed the relationships be
tween leadership styles in their papers. Even if they focused on a given Lis (2020) stated that the added value of a literature review is mostly
leadership style, they did not clearly distinguish this style in the context theoretical, In turn, Templier and Paré (2015) and Cummings and
of other styles. For example, visionary leadership is sometimes called Daellenbach (2009) emphasized that stand-alone literature reviews –
charismatic or transformational (Rok, 2009). Terminological clarity is such as the present study – can serve as valuable overviews of a topic for
needed in future research, which is in line with the postulate of Marques practitioners and thus have real-world implications. They help managers
et al. (2018), in their review on responsible leadership, to use more to understand how the intellectual structure of the “leadership–SP” field
mature definitions. Moreover, none of the articles analyzed herein were looks and to find evidence which may guide their decisions. Practi
devoted to the problem of spiritual leadership, which remains at the tioners (e.g., managers or business trainers) may use the bibliometric
stage of theoretical conceptualization in the context of sustainability data presented in this study to choose journals as sources of broader
(Samul, 2019). This leadership style may be an interesting research topic knowledge on the relationships between leadership and sustainable
in the context of SP. performance. This study also presents researchers who specialize in the
Moreover, a research trend was observed where sustainable leader area of knowledge in question and who may act as business consultants.
ship is gaining attention – emphasizing the need to integrate all three of In their decision-making process, managers can use the relationships
the triple bottom line – whereas SP is often approached fragmentarily. between different leadership styles and types of organizational perfor
Since leadership theory “must transition to new perspectives that ac mance and the mechanisms and conditional factors identified in this
count for the complex (…) needs of organizations (Lichtenstein, study. The results can also make them aware of the discrepancies be
Benyamin B.; Uhl-Bien et al., 2006, p. 2), the authors of this study would tween the various findings of researchers using different methods of
like to enhance other researchers to conduct further research on the analysis in literature reviews. Moreover, they may be not only “knowl
most complex and most sustainability-oriented leadership style in the edge users” but also contribute to the development of this research field
form of sustainable leadership. This concept may be further developed by conducting research in their practice related to the promising
taking into account the need for implementation of agility in modern research areas, collaborating with researchers, and using experimental
organizations. methods which were not used in the studies analyzed herein.
Both leadership studies and business management have incorporated Finally, reviews play an instrumental role in shaping policies (You
different theories of economics and psychology and the integration of nas and Ali, 2021). Based on the results of the current study, there is also
theories is needed (White, 2011), which is also visible in the room for educating future leaders and young researchers who are
above-presented findings. These finding also show that some of the interested in this topic.
theories have been integrated and the integration took place only in
unilevel studies. Therefore, the authors raise postulate to integrate in 5. Conclusions
future research different theories as well as to use theories other than
identified in this study. The aim of this article was to map the “leadership–SP” research field
The next promising research avenue is the application of multilevel and to collect findings from previous studies. As a result, this study
studies. As current research shows there is scarcity of multilevel research contributes to the field of knowledge about leadership and sustainable
on the “leadership style – SP” relationship. It is difficult in practice to development, filling a gap in such studies by focusing on the linkage
find single-level relations that are unaffected by other levels due to the between leadership and sustainable performance and implementing a
nature of organizations as hierarchically nested systems (Kozlowski and methodological approach. As discussed above, this study has many im
Klein, 2000). Peccei and Van De Voorde (2019) claimed that the adop plications for both researchers and practitioners. It provides evidence
tion of a multilevel approach has the potential to make a significant that there is growing interest in this research field. It also presents
contribution to the further development of HRM research. The authors numerous findings related to the impact of a given leadership style on
of the current study believe that examining the “leadership – SP” re sustainable performance and the impact of the underlying mechanism
lationships with the use of multilevel approach will contribute to the and conditional factors. This article also offers prospects for future
theoretical development in this area. To develop a multilevel study, research in terms of research topics, methodology, and variables as well
researchers may use the information presented in Fig. 6. They are also as terminological clarity, a holistic approach to sustainable perfor
encouraged to go beyond examination of many variables at individual mance, activating researchers from other countries and increasing
level which means examination of perception of employees. More effort collaboration between researchers. Practitioners may use the informa
should be introduced to collect data of more objective nature than em tion presented herein in decision-making processes and training for
ployees’ subjective opinions. leaders.
Most of the selected studies addressed the problem of effective This study – being systematic in its nature – provides transparency
leadership style in the business context. They focused on the positive and replicability of research process. However, systematic literature
outcomes of this leadership. It would be valuable to conduct similar reviews have some drawbacks related to assessment bias and hetero
research in non-profit and public organizations, such as schools, which geneity in the chosen articles (Ferrari, 2015). This study has three main
are viewed as lacking adequate leadership (Franken and Plimmer, limitations, which also suggest directions for future research. First,
2019). This would meet the requirements presented by Daniëls et al. bibliometric analyses are valid for a given moment. The number of
(2019) and Gümüş et al. (2021), for example. Another research avenue publications increases and some of the bibliometric characteristics are
is to empirically explore the negative leadership outcomes (Evans et al., being criticized. In particular, citations could not always reflect indi
2015). vidual scientific contribution (Aksnes et al., 2019). Second, the search
Finally, this review revealed the discrepancies between the results methodology may exclude some interesting articles from the sample if
obtained through bibliometric methods and through in-depth manual their authors did not include the search terms in the abstract, title, or
analysis in the identification of the most popular leadership style. It is keywords. Future research projects may overcome these limitations.
therefore worth encouraging researchers to use a mixed-method Future authors are encouraged to identify links not only between strictly
approach, as adopted herein, in further literature reviews. A mixed- defined and measured leadership styles and sustainable performance but
method study increases the study’s strength (Younas and Ali, 2021). also leader’s individual attributes (values, beliefs, attitudes etc.) and
CSR/sustainability policies, processes and broadly defined outcomes.
Third, although the presented analyses based on the Scopus database
which has higher coverage of social sciences’ literature than Web of
11
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Journal of Cleaner Production 382 (2023) 134600

Contents lists available at ScienceDirect

Journal of Cleaner Production

Leadership styles and sustainable performance: A systematic

1. Introduction followers’ behaviors, an answer to a question “how do leaders lead?”

study (manual content analysis as in the above-presented case of iden

3. Results Fig. 3. Countries/regions represented in the studies on leadership in SP.

3.1. Findings from quantitative analysis

Leadership and Organization Development 4 8.51% 12 0.82% 3.00

not establish a consensus regarding their empirical evidence.

Fig. 4. Visualization of networks of authors.

Fig. 5. Visualization of the network of keywords.

Table 3 Table 3 (continued )

Sustainable comprised of economic, 20 42.55% Authentic 1 1

Fig. 6. The integration of variables used in quantitative papers.

Table 6 practices (Craigmcgee and Bhushan, 1993), authentic followers (Gard

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Lewis Et Al, 2011

Uploaded by

Copyright:

Available Formats

Lewis Et Al, 2011

Uploaded by

Document Information

Copyright

Available Formats

Share this document

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Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lewis Et Al, 2011

Uploaded by

Copyright:

Available Formats

Journal of Cleaner Production 382 (2023) 134600

Contents lists available at ScienceDirect

Journal of Cleaner Production

Leadership styles and sustainable performance: A systematic

1. Introduction followers’ behaviors, an answer to a question “how do leaders lead?”

study (manual content analysis as in the above-presented case of iden­

3. Results Fig. 3. Countries/regions represented in the studies on leadership in SP.

3.1. Findings from quantitative analysis

Leadership and Organization Development 4 8.51% 12 0.82% 3.00

not establish a consensus regarding their empirical evidence.

Fig. 4. Visualization of networks of authors.

Fig. 5. Visualization of the network of keywords.

Table 3 Table 3 (continued )

Sustainable comprised of economic, 20 42.55% Authentic 1 1

Fig. 6. The integration of variables used in quantitative papers.

Table 6 practices (Craigmcgee and Bhushan, 1993), authentic followers (Gard­

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study (manual content analysis as in the above-presented case of iden

Table 6 practices (Craigmcgee and Bhushan, 1993), authentic followers (Gard