Relational Leadership: A Systematic Review and Research Agenda

Yıl 2026, Cilt: 15 Sayı: 1, 126 - 145, 16.01.2026

Adnan Menderes Aydın

https://doi.org/10.33206/mjss.1605660

Öz

Relational leadership research has been growing with great potential in recent years. The purpose of this review was to provide an overview of the scholarly publications on relational leadership, drawing on 277 articles published between 2000 and 2023. The results found that the relational leadership research focused on five major categories. Notably, 59% of the studies had been published in the past six years. The analysis revealed that 21% of the articles were conceptual, 68% were empirical, and 11% were research reviews. The analysis also showed that long-term qualitative studies should be increased. The analysis identified that authors from the USA take the lead. However, it was seen that there were no authors in regions such as North and West Asia, North Africa, and South America. All in all, this review draws a framework for the existing literature and provides a future research agenda.

Anahtar Kelimeler

Relational leadership , Leadership , Relational leader , Systematic review , Literature review

Etik Beyan

During the writing process of the study titled “Relational Leadership: A Systematic Review and Research Agenda” scientific rules, and ethical and citation rules were respected. This study was not submitted to any other academic publication platform for evaluation. This study did not require an ethics committee approval required for the research.

İlişkisel Liderlik: Bir Sistematik Derleme Çalışması

Öz

İlişkisel liderlik araştırmaları son yıllarda büyük bir potansiyel ile büyümektedir. Bu sistematik derlemenin amacı, 2000-2023 yılları arasında yayımlanan 277 makaleden yola çıkarak ilişkisel liderlik üzerine yapılan bilimsel yayınlara genel bir bakış sunmaktır. Sonuçlar, ilişkisel liderlik araştırmalarının beş ana kategoriye odaklandığını ortaya koymuştur. İlişkisel liderlikle ilgili çalışmaların %59'u son altı yıl içinde yayımlanmıştır. Analiz, makalelerin %21'inin kuramsal, %68'inin ampirik ve %11'inin araştırma incelemesi olduğunu ortaya koymuştur. Analiz ayrıca süreç alan nitel çalışmaların artırılması gerektiğini göstermiştir. Sonuçlar, alana en fazla katkının ABD’li araştırmacılar tarafından yapıldığını göstermektedir. Bununla birlikte, Kuzey ve Batı Asya, Kuzey Afrika ve Güney Amerika gibi bölgelerden hiçbir yazarın bu alanda yayımlanmış çalışması bulunmamaktadır. Sonuç olarak, bu sistemik derleme çalışması mevcut literatür için bir çerçeve çizmekte ve geleceğe yönelik bir araştırma gündemi sunmaktadır.

Anahtar Kelimeler

İlişkisel liderlik , Liderlik , İlişkisel lider , Sistematik derleme , Literatür taraması

Etik Beyan

“İlişkisel Liderlik: Bir Sistematik Derleme Çalışması” başlıklı çalışmanın yazım sürecinde bilimsel kurallara, etik ve alıntı kurallarına uyulmuş; toplanan veriler üzerinde herhangi bir tahrifat yapılmamış ve bu çalışma herhangi başka bir akademik yayın ortamına değerlendirme için gönderilmemiştir. Bu araştırmada sistematik derleme yöntemi kullanıldığından dolayı etik kurul kararı zorunluluğu bulunmamaktadır.

Kaynakça

• Aboramadan, M., Dahleez, K. A., & Farao, C. (2022). Inclusive leadership and extra-role behaviors in higher education: does organizational learning mediate the relationship? International Journal of Educational Management, 36(4), 397-418. https://doi.org/10.1108/IJEM-06-2020-0290
• Akram, T., Lei, S., & Haider, M. J. (2016). The impact of relational leadership on employee innovative work behavior in IT industry of China. Arab Economic and Business Journal, 11(2), 153-161. https://doi.org/10.1016/j.aebj.2016.06.001
• Akram, T., Lei, S., Hussain, S. T., Haider, M. J., & Akram, M. W. (2016). Does relational leadership generate organizational social capital? A case of exploring the effect of relational leadership on organizational social capital in China. Future Business Journal, 2(2), 116-126. https://doi.org/10.1016/j.fbj.2016.06.001
• Alilyyani, B., Wong, C. A., & Cummings, G. (2018). Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International journal of nursing studies, 83, 34-64. https://doi.org/10.1016/j.ijnurstu.2018.04.001
• Allen, S. (2019). Exploring Quaker organising to consider the possibilities for relational leadership. Quaker Studies, 24(2), 249-269. https://doi.org/10.3828/quaker.2019.24.2.5
• Ansong, A., Ennin, E. E., & Yeboah, M. A. (2023). Relational leadership and employee creativity: The role of knowledge-sharing behaviour and leader–follower dyadic tenure. Journal of Hospitality and Tourism Insights, 6(5), 1890-1908. https://doi.org/10.1108/JHTI-06-2022-0218
• Aromaa, E., Eriksson, P., Montonen, T., & Mills, A. J. (2020). Emotion as soft power in organisations. Journal of Organizational Effectiveness: People and Performance, 7(4), 341-357. https://doi.org/10.1108/JOEPP-08- 2019-0085
• Benefiel, R. C. (2019). Positive administrative control: Using social exchange to assess managerial impacts on inmate misconduct. Justice Quarterly, 36(4), 682-717. http://dx.doi.org/10.1080/07418825.2018.1438496
• Bhutto, T. A., Farooq, R., Talwar, S., Awan, U., & Dhir, A. (2021). Green inclusive leadership and green creativity in the tourism and hospitality sector: Serial mediation of green psychological climate and work engagement. Journal of Sustainable Tourism, 29(10), 1716-1737. http://dx.doi.org/10.1080/09669582.2020.1867864
• Biehl, B. (2019). ‘In the mix’: Relational leadership explored through an analysis of techno DJs and dancers. Leadership, 15(3), 339-359. http://dx.doi.org/10.1177/1742715018765050
• Binyamin, G., Friedman, A., & Carmeli, A. (2018). Reciprocal care in hierarchical exchange: Implications for psychological safety and innovative behaviors at work. Psychology of Aesthetics, Creativity, and the Arts, 12(1), 79. https://doi.org/10.1037/aca0000129
• Blakey, J., & Clews, J. (2020). Knowing, being and co-constructing an age-friendly Tāmaki Makaurau Auckland. International Journal of Environmental Research and Public Health, 17(23), 9136. https://doi.org/10.3390/ijerph17239136
• Boer, D., Deinert, A., Homan, A. C., & Voelpel, S. C. (2016). Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model. European Journal of Work and Organizational Psychology, 25(6), 883-899. https://doi.org/10.1080/1359432X.2016.1170007
• Bradford, M., & Leberman, S. (2019). BeWeDō®: A dynamic approach to leadership development for co- creation. Leadership, 15(1), 58-80. https://doi.org/10.1177/1742715017721090
• Branson, C. M., Franken, M., & Penney, D. (2016). Middle leadership in higher education: A relational analysis. Educational Management Administration & Leadership, 44(1), 128-145. https://doi.org/10.1177/1741143214558575
• Breedt, J. J., & Niemandt, C. J. (2013). Relational leadership and the missional church. Verbum et Ecclesia, 34(1), 1-9. https://doi.org/10.4102/ve.v34i1.819
• Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader–member exchange. The leadership quarterly, 11(2), 227-250. https://doi.org/10.1016/S1048- 9843(00)00040-0
• Cardiff, S., McCormack, B., & McCance, T. (2018). Person‐centred leadership: A relational approach to leadership derived through action research. Journal of Clinical Nursing, 27(15-16), 3056-3069. https://doi.org/10.1111/jocn.14492
• Carifio, J. (2010). Development and validation of a measure of relational leadership: Implications for leadership theory and policies. Current Research in Psychology, 1(1), 16-28. https://doi.org/10.3844/crpsp.2010.16.28
• Carifio, J., & Eyemaro, B. (2002). The Development and Validation of a Measure of Relational Leadership Annual Meeting of the New England Educational Research Association, North Hampton.
• Clark, C. M., Harrison, C., & Gibb, S. (2019). Developing a Conceptual Framework of Entrepreneurial Leadership: A Systematic Literature Review and Thematic Analysis. International Review of Entrepreneurship, 17(3).
• Clarke, M. (2009). Reporting format. In H. Cooper , L. Hedges , & J. Valentine (Eds.), The handbook of research synthesis and meta-analysis, 2nd edn (Vol. 2, pp. 521–534). Russell Sage Foundation.
• Clarke, N. (2018). Relational leadership: Theory, practice and development. London: Routledge. https://doi.org/10.4324/9781315620435
• Cleary, S., Toit, A. d., Scott, V., & Gilson, L. (2018). Enabling relational leadership in primary healthcare settings: lessons from the DIALHS collaboration. Health Policy and Planning, 33(suppl_2), ii65-ii74. https://doi.org/10.1093/heapol/czx135
• Creswell, J. W. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
• Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions. Scandinavian journal of management, 26(1), 77-86. https://doi.org/10.1016/j.scaman.2009.12.003
• Crosweller, M. (2022). Disaster management and the need for a relational leadership framework founded upon compassion, care, and justice. Climate Risk Management, 35, 100404. https://doi.org/10.1016/j.crm.2022.100404
• Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International journal of nursing studies, 115, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842
• Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., Muise, M., & Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3), 363-385. https://doi.org/10.1016/j.ijnurstu.2009.08.006
• Cummings, G. G., Olson, K., Hayduk, L., Bakker, D., Fitch, M., Green, E., Butler, L., & Conlon, M. (2008). The relationship between nursing leadership and nurses' job satisfaction in Canadian oncology work environments. Journal of Nursing Management, 16(5), 508-518. https://doi.org/10.1111/j.1365-2834.2008.00897.x
• Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Chatterjee, G. E. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International journal of nursing studies, 85, 19-60. https://doi.org/10.1016/j.ijnurstu.2009.08.006
• Cunha, M. J., & Martins, R. L. (2023). Female journalists who have reached the top: perceptions on communication, leadership, and gender bias in the Portuguese press. Corporate Communications: An International Journal, 28(7), 84-100. https://doi.org/10.1108/CCIJ-01-2023-0004
• Cunliffe, A. L., & Eriksen, M. (2011). Relational leadership. Human Relations, 64(11), 1425-1449. https://doi.org/10.1177/0018726711418388
• Dai, S., Duan, X., & Zhang, W. (2020). Knowledge map of environmental crisis management based on keywords network and co-word analysis, 2005–2018. Journal of Cleaner Production, 262, 121168. https://doi.org/10.1016/j.jclepro.2020.121168
• Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The leadership quarterly, 25(1), 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005
• Dube, B., & Jita, T. (2018). Rethinking healthy school relations for curriculum change in Zimbabwe: A relational leadership approach. Issues in Educational Research, 28(4), 901-917.
• Einola, K., & Alvesson, M. (2021). When ‘good’leadership backfires: Dynamics of the leader/follower relation. Organization Studies, 42(6), 845-865. https://doi.org/10.1177/0170840619878472
• Endres, S., & Weibler, J. (2017). Towards a three‐component model of relational social constructionist leadership: A systematic review and critical interpretive synthesis. International Journal of Management Reviews, 19(2), 214-236. https://doi.org/10.1111/ijmr.12095
• Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The leadership quarterly, 30(1), 111-132. https://doi.org/10.1016/j.leaqua.2018.07.004
• Fagerdal, B., Lyng, H. B., Guise, V., Anderson, J. E., Thornam, P. L., & Wiig, S. (2022). Exploring the role of leaders in enabling adaptive capacity in hospital teams–a multiple case study. BMC Health Services Research, 22(1), 908. https://doi.org/10.1186/s12913-022-08296-5
• Fischer, D. (2019). Relational leadership and regional development: A case study on new agriculture ventures in Uganda. Journal of Developmental Entrepreneurship, 24(02), 1950010. https://doi.org/10.1142/S1084946719500109
• Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The leadership quarterly, 22(6), 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007
• Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827. https://doi.org/10.1037//0021-9010.82.6.827
• Gibson, A. (2014). Principals’ and teachers’ views of spirituality in principal leadership in three primary schools. Educational Management Administration & Leadership, 42(4), 520-535. https://doi.org/10.1177/1741143213502195
• González, T. F., & Guillen, M. (2002). Leadership ethical dimension: a requirement in TQM implementation. the TQM Magazine, 14(3), 150-164. https://doi.org/10.1108/09544780210425892
• Gough, D. (2007). Weight of evidence: a framework for the appraisal of the quality and relevance of evidence. Research Papers in Education, 22(2), 213–228. https://doi.org/10.1080/02671520701296189
• Gough, D., Thomas, J., & Oliver, S. (2017). Introducing systematic reviews. In J. Seaman (Ed.), An introduction to systematic reviews (2nd ed.) (pp. 1-16). Sage.
• Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational behavior and human performance, 30(1), 109-131. https://doi.org/10.1016/0030-5073(82)90236-7
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader- member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247. https://doi.org/10.1016/1048-9843(95)90036-5
• Grealish, L., Ranse, K., Todd, J. A., Armit, L., Billett, S., Collier, L., Bail, K., & Moyle, W. (2023). Barriers and enablers to embedding fundamental nursing care for older patients—Implications of a mixed methods study for nursing leadership. Journal of Advanced Nursing, 79(3), 1162-1173. https://doi.org/10.1111/jan.15194
• Grin, J., Hassink, J., Karadzic, V., & Moors, E. H. (2018). Transformative leadership and contextual change. Sustainability, 10(7), 1-14. https://doi.org/10.3390/su10072159
• Guo, S., Hou, Y., Jiang, H., Zhan, X., & Ma, J. (2021). Dynamic System Analysis of Leadership Effectiveness in Complex Environments. Discrete Dynamics in Nature and Society, 2021, 1-12. https://doi.org/10.1155/2021/8863059
• Guo, Y., Zhu, Y., & Zhang, L. (2022). Inclusive leadership, leader identification and employee voice behavior: The moderating role of power distance. Current Psychology, 41(3), 1301-1310. https://doi.org/10.1007/s12144- 020-00647-x
• Hajjaj, B. (2023). A relatedness-based model of transformational leadership: a case study of Bangabandhu Sheikh Mujibur Rahman and 1960s East Bengal. International Journal of Public Leadership, 19(2), 158-172. https://doi.org/10.1108/IJPL-10-2022-0056
• Hallinger, P. (2018). Surfacing a hidden literature: A systematic review of research on educational leadership and management in Africa. Educational Management Administration & Leadership, 46(3), 362- 384. https://doi.org/10.1177/1741143217694895
• Hallinger, P., & Chen, J. (2015). Review of research on educational leadership and management in Asia: A comparative analysis of research topics and methods, 1995–2012. Educational Management Administration & Leadership, 43(1), 5-27. https://doi.org/10.1177/1741143214535744
• Harrison, C., Paul, S., & Burnard, K. (2016). Entrepreneurial leadership: A systematic literature review. International Review of Entrepreneurship, 14(2), 235-264.
• Harrison, Y., Murray, V., & Cornforth, C. (2013). Perceptions of board chair leadership effectiveness in nonprofit and voluntary sector organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 24(3), 688-712. https://doi.org/10.1007/s11266-012-9274-0
• Hickey, N., Flaherty, A., & Mannix McNamara, P. (2022). Distributed leadership: A scoping review mapping current empirical research. Societies, 12(1), 15. https://doi.org/10.3390/soc12010015
• Horlings, L., Collinge, C., & Gibney, J. (2017). Relational knowledge leadership and local economic development. Local Economy, 32(2), 95-109. https://doi.org/10.1177/0269094217693555
• Hosking, D. M. (1988). Organizing, leadership and skilful process. Journal of Management Studies, 25, 147–166. https://doi.org/10.1111/j.1467-6486.1988.tb00029.x
• Hult, M., Terkamo‐Moisio, A., Kaakinen, P., Karki, S., Nurmeksela, A., Palonen, M., Peltonen, L. M., & Häggman‐ Laitila, A. (2023). Relationships between nursing leadership and organizational, staff and patient outcomes: A systematic review of reviews. Nursing Open, 10(9), 5920–5936. https://doi.org/10.1002/nop2.1876
• Hurwitz, H. M. (2019). Gender and race in the occupy movement: Relational leadership and discriminatory resistance. Mobilization: An International Quarterly, 24(2), 157-176. https://doi.org/10.17813/1086-671X-24-2- 157
• Kim, K. (2022). Supervisor leadership and subordinates’ innovative work behaviors: Creating a relational context for organizational sustainability. Sustainability, 14(6), 3230. https://doi.org/10.3390/su14063230
• Kim, T.-Y., Wang, J., & Chen, J. (2018). Mutual trust between leader and subordinate and employee outcomes. Journal of Business Ethics, 149, 945-958. https://doi.org/10.1007/s10551-016-3093-y
• Kinder, T., Stenvall, J., Six, F., & Memon, A. (2021). Relational leadership in collaborative governance ecosystems. Public Management Review, 23(11), 1612-1639. https://doi.org/10.1080/14719037.2021.1879913
• Komives, S. R., Lucas, N., & McMahon, T. R. (1998). Exploring leadership: For college students who want to make a difference. United States: Jossey-Bass.
• Ladegard, G., & Gjerde, S. (2014). Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. The leadership quarterly, 25(4), 631-646. https://doi.org/10.1016/j.leaqua.2014.02.002
• Luster, R., Cooper, H. A., Aikman, G., Sanders, K., Jacobs, G., & Tierney, R. (2021). Relational leadership: Perspectives of key constructs on diversity, inclusion, and social equity in higher education. Journal of Leadership Studies, 15(1), 57-62. https://doi.org/10.1002/jls.21734
• Marcketti, S. B., & Kozar, J. M. (2007). Leading with relationships: A small firm example. The Learning Organization, 14(2), 142-154. https://doi.org/10.1108/09696470710727005
• Markham, S. E. (2010). Leadership, levels of analysis, and déjà vu: Modest proposals for taxonomy and cladistics coupled with replication and visualization. The leadership quarterly, 21(6), 1121-1143. https://doi.org/10.1016/j.leaqua.2010.10.011
• Matykiewicz, L., & McMurray, R. (2013). Modern Matron: a “site” for leadership. Gender in Management: An International Journal, 28(6), 321-337. https://doi.org/10.1108/GM-02-2012-0025
• McCauley, C. D., & Palus, C. J. (2021). Developing the theory and practice of leadership development: A relational view. The leadership quarterly, 32(5), 101456. https://doi.org/10.1016/j.leaqua.2020.101456
• Mcquade, K. E., Harrison, C., & Tarbert, H. (2021). Systematically reviewing servant leadership. European Business Review, 33(3), 465-490. https://doi.org/10.1108/EBR-08-2019-0162
• Memon, K. R., & Ooi, S. K. (2023). Investigating the Relationship Between Relational Leadership and Employees’ Promotive Voice Behavior. Employee Responsibilities and Rights Journal, 1-19. https://doi.org/10.1007/s10672-023-09441-w
• Moher, D., Liberati, A., Tetzlaff, J., Altman, D. G., & PRISMA Group*, t. (2009). Preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. Annals of internal medicine, 151(4), 264-269.
• Moon, Y. J., Choi, M., & Armstrong, D. J. (2018). The impact of relational leadership and social alignment on information security system effectiveness in Korean governmental organizations. International Journal of Information Management, 40, 54-66. https://doi.org/10.1016/j.ijinfomgt.2018.01.001
• Nguyen, T. (2019). “Working together with difference” in an Australian multicultural workplace. International Journal of Sociology, 49(4), 282-297. https://doi.org/10.1080/00207659.2019.1634827
• Nhlapo, M. D., & Hlalele, D. J. (2023). Successes and Failures of the University-Community Partnership: A Case Study of Imbali Semi-Rural Settlement. Education and Urban Society, 55(2), 222-237. https://doi.org/10.1177/00131245211027368
• O’Brien, A. (2017). Feminine or feminist? Women’s media leadership. Feminist Media Studies, 17(5), 836-850. https://doi.org/10.1080/14680777.2017.1300593
• Ospina, S., & Foldy, E. (2010). Building bridges from the margins: The work of leadership in social change organizations. The leadership quarterly, 21(2), 292-307. https://doi.org/10.1016/j.leaqua.2010.01.008
• Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., Shamseer, L., Tetzlaff, J. M., Akl, E. A., & Brennan, S. E. (2021). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. Bmj, 372, 1-9. https://doi.org/10.1136/bmj.n71
• Painter-Morland, M., & Deslandes, G. (2017). Authentic leading as relational accountability: Facing up to the conflicting expectations of media leaders. Leadership, 13(4), 424-444. https://doi.org/10.1177/1742715015578307
• Palermo, O., Sarwar, H., & Franzoni, S. (2023). Using relational leadership theory to magnify actors’ dynamic participation: the implementation of corporate social responsibility practices in the hospitality sector. Journal of Hospitality and Tourism Insights, 6(2), 1066-1091. https://doi.org/10.1108/JHTI-02-2022-0086
• Perry, S. J., Lorinkova, N. M., & Madanoglu, M. (2022). Disparate Safety Enforcement: Curvilinear Effects, Mechanisms, and Boundary Conditions of Supervisor-Rated Leader–Member Exchange. Journal of Management, 48(8), 2318-2348. https://doi.org/10.1177/01492063211044415
• Pollock, A., & Berge, E. (2018). How to do a systematic review. International Journal of Stroke, 13(2), 138-156. https://doi.org/10.1177/1747493017743796
• Regan, H. B., & Brooks, G. H. (1995). Out of women's experience: Creating relational leadership. Thousand Oaks.
• Reitz, M. (2017). Analyzing and communicating action research data: Practical approaches to conveying the quality and texture of experience. Action Research, 15(4), 424-440. https://doi.org/10.1177/1476750316660364
• Reynolds, G., Samuels, K. L., Din, C., & Turner, N. (2023). Doing leadership development through mentoring in a social learning space: the case of the inaugural Leadership Learning Lab. Journal of Management Development, 42(3), 234-252. https://doi.org/10.1108/JMD-04-2022-0082
• Rowland, P., & Parry, K. (2009). Consensual commitment: A grounded theory of the meso-level influence of organizational design on leadership and decision-making. The leadership quarterly, 20(4), 535-553. https://doi.org/10.1016/j.leaqua.2009.04.004
• Rudolph, C. W., Murphy, L. D., & Zacher, H. (2020). A systematic review and critique of research on “healthy leadership”. The leadership quarterly, 31(1), 101335. https://doi.org/10.1016/j.leaqua.2019.101335
• Ryömä, A., & Satama, S. (2019). Dancing with the D-man: Exploring reflexive practices of relational leadership in ballet and ice hockey. Leadership, 15(6), 696-721. https://doi.org/10.1177/1742715019838657
• Sancino, A., Carli, G., & Giacomini, D. (2023). Relational leadership in local governance: the engagement of mayors with citizens, public managers and politicians. Public Management Review, 25(9), 1730-1754. https://doi.org/10.1080/14719037.2022.2039274
• Sanders, M. G. (2018). Crossing boundaries: A qualitative exploration of relational leadership in three full- service community schools. Teachers College Record, 120(4), 1-36. https://doi.org/10.1177/016146811812000403
• Sanga, K., Reynolds, M., Ormond, A., & Southon, P. (2021). Pacific relationalities in a critical digital space: The Wellington Southerlies as a leadership experience. Waikato Journal of Education, 26(1), 63-77. https://doi.org/10.15663/wje.v26i1.780
• Seemiller, C., & Murray, T. (2013). The common language of leadership. Journal of Leadership Studies, 7(1), 33-45. https://doi.org/10.1002/jls.21277
• Shin, M. B., Garcia, P. J., Dotson, M. E., Valderrama, M., Chiappe, M., Ramanujam, N., Krieger, M., Ásbjörnsdóttir, K., Barnabas, R. V., Iribarren, S. J., & Gimbel, S. (2022). Evaluation of Women's empowerment in a community- based human papillomavirus self-sampling social entrepreneurship program (Hope project) in Peru: a mixed-method study. Frontiers in Public Health, 10, 858552. https://doi.org/10.3389/fpubh.2022.858552
• Sihvola, S., Kvist, T., & Nurmeksela, A. (2022). Nurse leaders' resilience and their role in supporting nurses' resilience during the COVID‐19 pandemic: A scoping review. Journal of Nursing Management, 30(6), 1869- 1880. https://doi.org/10.1111/jonm.13640
• Smit, B. (2014). An ethnographic narrative of relational leadership. Journal of Sociology and Social Anthropology, 5(2), 117-123.
• Smithson, R. (2022). The compatibility of multiple leadership styles in responding to a complex crisis: leading a health service COVID-19 response. Journal of Health Organization and Management, 36(4), 469- 481. https://doi.org/10.1108/JHOM-07-2021-0263
• Snilstveit, B., Oliver, S., & Vojtkova, M. (2012). Narrative approaches to systematic review and synthesis of evidence for international development policy and practice. Journal of development effectiveness, 4(3), 409-429. https://doi.org/10.1080/19439342.2012.710641
• Stuart, K. (2018). Value-based relational leadership practice in children’s centres: an action research project. Educational Action Research, 26(5), 716-735. https://doi.org/10.1080/09650792.2017.1409129
• Styhre, A., Fasth, J., & Löwstedt, M. (2022). Pastoral power in leadership work: the relational leadership idiom in the construction industry. Qualitative Research in Organizations and Management: An International Journal, 18(1), 84-101. https://doi.org/10.1108/QROM-10-2021-2224
• Tao, Y., He, J., Wang, Y.-f., & Ke, H. (2021). Strategic leadership: A bibliometric analysis on current status and emerging trends. International Journal of Organizational Leadership, 10(4), 439-458. https://doi.org/10.33844/ijol.2021.60608
• Troisi, R., & Alfano, G. (2023). The re-election of corrupt mayors: Context, relational leadership and level of corruption. Local Government Studies, 49(1), 204-225. https://doi.org/10.1080/03003930.2022.2087060
• Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The leadership quarterly, 17(6), 654-676. https://doi.org/10.1016/j.leaqua.2006.10.007
• Uhl-Bien, M., & Ospina, S. M. (2012). Advancing relational leadership research: A dialogue among perspectives. Information Age Publishing, Charlotte, NC.
• Van der Merwe, H. (2014). In-house mentoring and school leadership: perceptions of well-performing primary school principals. Journal for New Generation Sciences, 12(2), 110-125.
• Verhoeven, A., Van de Loo, E., Marres, H., & Lalleman, P. (2023). Knowing, relating and the absence of conflict: relational leadership processes between hospital boards and chairs of nurse councils. Leadership in Health Services, 36(2), 275-289. https://doi.org/10.1108/LHS-06-2022-0067
• Walsh, L., & Martin, B. (2023). The value of leadership practices when there is no one to lead: A nascent entrepreneurship context. Journal of Small Business Management, 61(6), 3155-3191. https://doi.org/10.1080/00472778.2021.1989444
• Wang, Y., Su, Q., & Sun, W. (2022). CEO relational leadership and product innovation performance: The roles of TMT behavior and characteristics. Frontiers in Psychology, 13, 874105. https://doi.org/10.3389/fpsyg.2022.874105
• Warshawsky, N. E. (2020). A complexity-informed model to guide nurse manager practice. Nursing Administration Quarterly, 44(3), 198-204. https://doi.org/10.1097/NAQ.0000000000000424
• Watt, W. M. (2014). Relational principles for effective church leadership. Journal of Leadership Education, 13(2), 125-139. https://doi.org/10.12806/V13/I2/T1
• Werbel, J. D., & Lopes Henriques, P. (2009). Different views of trust and relational leadership: Supervisor and subordinate perspectives. Journal of Managerial Psychology, 24(8), 780-796. https://doi.org/10.1108/02683940910996798
• Wong, C. A., Cummings, G. G., & Ducharme, L. (2013). The relationship between nursing leadership and patient outcomes: a systematic review update. Journal of Nursing Management, 21(5), 709-724. https://doi.org/10.1111/jonm.12116
• Xu, Y., & Farris, K. (2022). The influence of leadership styles and supervisor communication on employee burnout. Journal of General Management, 03063070221122664. https://doi.org/10.1177/03063070221122664
• Yukl, G. (2013). Leadership in Organizations (5th ed ed.). Pearson Education.
• Zehrer, A., & Leiß, G. (2020). Intergenerational communication barriers and pitfalls of business families in transition—a qualitative action research approach. Corporate Communications: An International Journal, 25(3), 515-532. https://doi.org/10.1108/CCIJ-03-2020-0056
• Zhang, W., Zhang, Q., Yu, B., & Zhao, L. (2015). Knowledge map of creativity research based on keywords network and co-word analysis, 1992–2011. Quality & Quantity, 49, 1023-1038. https://doi.org/10.1007/s11135- 014-0032-9
• Zhang, X., & Yao, Z. (2019). Impact of relational leadership on employees’ unethical pro-organizational behavior: A survey based on tourism companies in four countries. PloS one, 14(12), 1-19. https://doi.org/10.1371/journal.pone.0225706
• Zhao, D., Wu, J., & Gu, J. (2020). Higher-quality leader-member exchange (LMX), higher-level voice? The impact of LMX differentiation and LMX mean on promotive and prohibitive team voice. Current Psychology, 41, 1-19. https://doi.org/10.1007/s12144-020-00985-w
• Zhong, J., Shao, X., Xiao, H., Yang, R., & An, X. (2023). The research on the green leadership: a systematic review and theoretical framework. Environment, Development and Sustainability, 1-32. https://doi.org/10.1007/s10668-023-03960-0
• Zohar, D., Huang, Y.-h., Lee, J., & Robertson, M. (2014). A mediation model linking dispatcher leadership and work ownership with safety climate as predictors of truck driver safety performance. Accident Analysis & Prevention, 62, 17-25. https://doi.org/10.1016/j.aap.2013.09.005