___

106 empirical studies included in this review are marked with “*”, 20 articles on organizational performance are marked with “**”.

*Ashkanasy, N. M., & Paulsen, N. (2013). The influence of follower mood on leader mood and task performance: An affective, follower-centric perspective of leadership. The Leadership Quarterly, 24(4), 496-515.

*Avey, J. B., Avolio, B. J., & Luthans, F. (2011). Experimentally analyzing the impact of leader positivity on follower positivity and performance. The Leadership Quarterly, 22(2), 282-294.

*Avolio, B. J., Howell, J. M., & Sosik, J. J. (1999). A funny thing happened on the way to the bottom line: Humor as a moderator of leadership style effects. Academy of management journal, 42(2), 219-227.

*Awamleh, R., & Gardner, W. L. (1999). Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance. The Leadership Quarterly, 10(3), 345-373.

*Barrett, J. D., Vessey, W. B., & Mumford, M. D. (2011). Getting leaders to think: Effects of training, threat, and pressure on performance. The Leadership Quarterly, 22(4), 729-750.

*Bartone, P. T., Snook, S. A., Forsythe, G. B., Lewis, P., & Bullis, R. C. (2007). Psychosocial development and leader performance of military officer cadets. The Leadership Quarterly, 18(5), 490-504.

*Bedell-Avers, K. E., Hunter, S. T., & Mumford, M. D. (2008). Conditions of problem-solving and the performance of charismatic, ideological, and pragmatic leaders: A comparative experimental study. The Leadership Quarterly, 19(1), 89-106.

**Berson, Y., Oreg, S., & Dvir, T. (2008). CEO values, organizational culture and firm outcomes. Journal of Organizational Behavior, 29(5), 615-633.

**Boehm, S. A., Dwertmann, D. J., Bruch, H., & Shamir, B. (2015). The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance. The Leadership Quarterly, 26(2), 156-171.

*Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080-1094.

*Boyce, L. A., Zaccaro, S. J., & Wisecarver, M. Z. (2010). Propensity for self-development of leadership attributes: Understanding, predicting, and supporting performance of leader self-development. The Leadership Quarterly, 21(1), 159-178.

*Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.

*Caesens, G., & Stinglhamber, F. (2014). The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes. Revue Européenne de Psychologie Appliquée/European Review of Applied Psychology, 64(5), 259-267.

**Carmeli, A., Gelbard, R., & Gefen, D. (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quarterly, 21(3), 339-349. Carmeli, A., Schaubroeck, J., & Tishler, A. (2011). How CEO empowering leadership shapes top management team processes: Implications for firm performance. The Leadership Quarterly, 22(2), 399-411.

*Caughron, J. J., & Mumford, M. D. (2012). Embedded leadership: How do a leader's superiors impact middlemanagement performance? The Leadership Quarterly, 23(3), 342-353.

*Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443- 455.

*Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124- 141.

*Clark, J. R., Murphy, C., & Singer, S. J. (2014). When do leaders matter? Ownership, governance and the influence of CEOs on firm performance. The Leadership Quarterly, 25(2), 358-372.

*Cogliser, C. C., Schriesheim, C. A., Scandura, T. A., & Gardner, W. L. (2009). Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 20(3), 452-465.

*Cole, M. S., Bedeian, A. G., & Bruch, H. (2011). Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition. The Leadership Quarterly, 22(2), 383-398.

*Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A., & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly, 11(1), 65-86.

*De Hoogh, A. H., Greer, L. L., & Den Hartog, D. N. (2015). Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. The Leadership Quarterly, 26(5), 687-701.

*Deinert, A., Homan, A. C., Boer, D., Voelpel, S. C., & Gutermann, D. (2015). Transformational leadership subdimensions and their link to leaders' personality and performance. The Leadership Quarterly, 26(6), 1095-1120.

** de Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework. Journal of Leadership & Organizational Studies, 19(2), 173-190.

*Duchon, D., & Plowman, D. A. (2005). Nurturing the spirit at work: Impact on work unit performance. The leadership quarterly, 16(5), 807-833.

**Ensley, M. D., Hmieleski, K. M., & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. The leadership quarterly, 17(3), 217-231.

*Eubanks, D. L., & Mumford, M. D. (2010). Leader errors and the influence on performance: An investigation of differing levels of impact. The Leadership Quarterly, 21(5), 809-825.

**Fernandez, S., Cho, Y. J., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance. The Leadership Quarterly, 21(2), 308-323.

*Giessner, S. R., van Knippenberg, D., & Sleebos, E. (2009). License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness. The Leadership Quarterly, 20(3), 434-451.

*Golden, T. D., & Veiga, J. F. (2008). The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers. The Leadership Quarterly, 19(1), 77-88.

Grant, A. M., Gino, F., & Hofmann, D. A. (2011). Reversing the extraverted leadership advantage: The role of employee proactivity. Academy of Management Journal, 54(3), 528-550.

** Liu, H., Cutcher, L., & Grant, D. (2017). Authentic leadership in context: An analysis of banking CEO narratives during the global financial crisis. Human Relations, 70(6), 694-724.

*Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational behavior and human decision processes, 103(1), 1-20.

*Harris, K. J., Kacmar, K. M., & Zivnuska, S. (2007). An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship. The Leadership Quarterly, 18(3), 252- 263.

*Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371-382.

*Haselhuhn, M. P., Wong, E. M., Ormiston, M. E., Inesi, M. E., & Galinsky, A. D. (2014). Negotiating face-toface: Men's facial structure predicts negotiation performance. The Leadership Quarterly, 25(5), 835-845.

*Haynie, J. J., Cullen, K. L., Lester, H. F., Winter, J., & Svyantek, D. J. (2014). Differentiated leader–member exchange, justice climate, and performance: Main and interactive effects. The Leadership Quarterly, 25(5), 912- 922.

*Hirak, R., Peng, A. C., Carmeli, A., & Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107-117.

**Hmieleski, K. M., & Ensley, M. D. (2007). A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 28(7), 865-889.

*Hoffman, E. L., & Lord, R. G. (2013). A taxonomy of event-level dimensions: Implications for understanding leadership processes, behavior, and performance. The Leadership Quarterly, 24(4), 558-571.

*Hoffman, E. L., & Lord, R. G. (2013). A taxonomy of event-level dimensions: Implications for understanding leadership processes, behavior, and performance. The Leadership Quarterly, 24(4), 558-571.

*Howell, J. M., Neufeld, D. J., & Avolio, B. J. (2005). Examining the relationship of leadership and physical distance with business unit performance. The Leadership Quarterly, 16(2), 273-285.

*Huang, X., Iun, J., Liu, A., & Gong, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates. Journal of Organizational Behavior, 31(1), 122-143.

*Jiwen Song, L., Tsui, A. S., & Law, K. S. (2009). Unpacking employee responses to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of Management, 35(1), 56-93.

"*Johnson, S. K., & Dipboye, R. L. (2008). Effects of charismatic content and delivery on follower task performance: The moderating role of task charisma conduciveness. Group & Organization Management, 33(1), 77-106.

*Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style and followers' cultural orientation on performance in group and individual task conditions. Academy of management journal, 42(2), 208-218.

*Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of organizational Behavior, 949-964.

*Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2002). Empathy and complex task performance: Two routes to leadership. The Leadership Quarterly, 13(5), 523-544.

**Koene, B. A., Vogelaar, A. L., & Soeters, J. L. (2002). Leadership effects on organizational climate and financial performance: Local leadership effect in chain organizations. The Leadership Quarterly, 13(3), 193-215.

*Kollée, J. A., Giessner, S. R., & van Knippenberg, D. (2013). Leader evaluations after performance feedback: The role of follower mood. The Leadership Quarterly, 24(1), 203-214.

*Kuvaas, B., Buch, R., Dysvik, A., & Haerem, T. (2012). Economic and social leader–member exchange relationships and follower performance. The Leadership Quarterly, 23(5), 756-765.

*Landry, G., & Vandenberghe, C. (2012). Relational commitments in employee–supervisor dyads and employee job performance. The Leadership Quarterly, 23(3), 293-308.

*Lapierre, L. M., Naidoo, L. J., & Bonaccio, S. (2012). Leaders' relational self-concept and followers' task performance: Implications for mentoring provided to followers. The Leadership Quarterly, 23(5), 766-774.

*Le Blanc, P. M., & González-Romá, V. (2012). A team level investigation of the relationship between Leader– Member Exchange (LMX) differentiation, and commitment and performance. The Leadership Quarterly, 23(3), 534-544.

*Lin, B., Mainemelis, C., & Kark, R. (2016). Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance. The Leadership Quarterly, 27(4), 537-556.

*Marcy, R. T., & Mumford, M. D. (2010). Leader cognition: Improving leader performance through causal analysis. The Leadership Quarterly, 21(1), 1-19.

*Markham, S. E., Yammarino, F. J., Murry, W. D., & Palanski, M. E. (2010). Leader–member exchange, shared values, and performance: Agreement and levels of analysis do matter. The Leadership Quarterly, 21(3), 469-480.

*Marta, S., Leritz, L. E., & Mumford, M. D. (2005). Leadership skills and the group performance: Situational demands, behavioral requirements, and planning. The Leadership Quarterly, 16(1), 97-120.

*McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on subordinate performance. The Leadership Quarterly, 13(5), 545-559.

*Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17(3), 232-245.

*Menges, J. I., Walter, F., Vogel, B., & Bruch, H. (2011). Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level. The Leadership Quarterly, 22(5), 893- 909.

*Mohammed, S., & Nadkarni, S. (2011). Temporal diversity and team performance: The moderating role of team temporal leadership. Academy of Management Journal, 54(3), 489-508.

*Montano, D., Reeske, A., Franke, F., & Hüffmeier, J. (2017). Leadership, followers' mental health and job performance in organizations: A comprehensive meta‐analysis from an occupational health perspective. Journal of Organizational Behavior, 38(3), 327-350.

*Mumford, M. D., Antes, A. L., Caughron, J. J., & Friedrich, T. L. (2008). Charismatic, ideological, and pragmatic leadership: Multi-level influences on emergence and performance. The Leadership Quarterly, 19(2), 144-160.

*Mumford, M. D., Steele, L., McIntosh, T., & Mulhearn, T. (2015). Forecasting and leader performance: Objective cognition in a socio-organizational context. The Leadership Quarterly, 26(3), 359-369.

*Mumford, M. D., Todd, E. M., Higgs, C., & McIntosh, T. (2017). Cognitive skills and leadership performance: The nine critical skills. The Leadership Quarterly, 28(1), 24-39.

*Mumford, M. D., Zaccaro, S. J., Johnson, J. F., Diana, M., Gilbert, J. A., & Threlfall, K. V. (2000). Patterns of leader characteristics: Implications for performance and development. The Leadership Quarterly, 11(1), 115-133.

*Naidoo, L. J. (2016). Leader opportunity versus threat verbal framing and nonverbal emotional expressions impact followers' creative performance. The Leadership Quarterly, 27(6), 869-882.

** Nazarian, A., Soares, A., & Lottermoser, B. (2017). Inherited organizational performance? The perceptions of generation Y on the influence of leadership styles. Leadership & Organization Development Journal, 38(8), 1078- 1094.

*Ndofor, H. A., Priem, R. L., Rathburn, J. A., & Dhir, A. K. (2009). What does the new boss think? How new leaders' cognitive communities and recent “top-job” success affect organizational change and performance. The Leadership Quarterly, 20(5), 799-813.

*Neves, P. (2012). Organizational cynicism: Spillover effects on supervisor–subordinate relationships and performance. The Leadership Quarterly, 23(5), 965-976.

*Nevicka, B., De Hoogh, A. H., Van Vianen, A. E., Beersma, B., & McIlwain, D. (2011). All I need is a stage to shine: Narcissists' leader emergence and performance. The Leadership Quarterly, 22(5), 910-925.

*Ng, T. W. (2016). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly.

*Nohe, C., Michaelis, B., Menges, J. I., Zhang, Z., & Sonntag, K. (2013). Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance. The Leadership Quarterly, 24(2), 378-389.

*Olsson, L., Hemlin, S., & Pousette, A. (2012). A multi-level analysis of leader–member exchange and creative performance in research groups. The Leadership Quarterly, 23(3), 604-619.

*Osborn, R. N., & Marion, R. (2009). Contextual leadership, transformational leadership and the performance of international innovation seeking alliances. The Leadership Quarterly, 20(2), 191-206.

*Palanski, M. E., & Yammarino, F. J. (2011). Impact of behavioral integrity on follower job performance: A three-study examination. The Leadership Quarterly, 22(4), 765-786.

"*Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). RETRACTED: The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts. The Leadership Quarterly, 23(3), 502-516.

*Pillemer, J., Graham, E. R., & Burke, D. M. (2014). The face says it all: CEOs, gender, and predicting corporate performance. The Leadership Quarterly, 25(5), 855-864.

*Pirola-Merlo, A., Härtel, C., Mann, L., & Hirst, G. (2002). How leaders influence the impact of affective events on team climate and performance in R&D teams. The leadership quarterly, 13(5), 561-581.

*Puffer, S. M., & Weintrop, J. B. (1995). CEO and board leadership: The influence of organizational performance, board composition, and retirement on CEO successor origin. The Leadership Quarterly, 6(1), 49-68.

**Reina, C. S., Zhang, Z., & Peterson, S. J. (2014). CEO grandiose narcissism and firm performance: The role of organizational identification. The Leadership Quarterly, 25(5), 958-971.

*Rowe, W. G., Cannella, A. A., Rankin, D., & Gorman, D. (2005). Leader succession and organizational performance: Integrating the common-sense, ritual

**Rule, N. O., & Ambady, N. (2011). Face and fortune: Inferences of personality from Managing Partners' faces predict their law firms' financial success. The Leadership Quarterly, 22(4), 690-696.

*Sadri, G., Weber, T. J., & Gentry, W. A. (2011). Empathic emotion and leadership performance: An empirical analysis across 38 countries. The Leadership Quarterly, 22(5), 818-830.

*Santos, C. M., Passos, A. M., Uitdewilligen, S., & Nübold, A. (2016). Shared temporal cognitions as substitute for temporal leadership: An analysis of their effects on temporal conflict and team performance. The Leadership Quarterly, 27(4), 574-587.

*Santos, J. P., Caetano, A., & Tavares, S. M. (2015). Is training leaders in functional leadership a useful tool for improving the performance of leadership functions and team effectiveness?. The Leadership Quarterly, 26(3), 470-484.

*Shea, C. M., & Howell, J. M. (1999). Charismatic leadership and task feedback: A laboratory study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10(3), 375-396.

*Shipper, F., & Davy, J. (2002). A model and investigation of managerial skills, employees' attitudes, and managerial performance. The Leadership Quarterly, 13(2), 95-120.

**Sirén, C., Patel, P. C., & Wincent, J. (2016). How do harmonious passion and obsessive passion moderate the influence of a CEO's change-oriented leadership on company performance?. The Leadership Quarterly, 27(4), 653-670.

*Sosik, J. J. (2001). Self-other agreement on charismatic leadership: Relationships with work attitudes and managerial performance. Group & Organization Management, 26(4), 484-511.

*Sosik, J. J., Gentry, W. A., & Chun, J. U. (2012). The value of virtue in the upper echelons: A multisource examination of executive character strengths and performance. The Leadership Quarterly, 23(3), 367-382.

*Sosik, J. J., Juzbasich, J., & Chun, J. U. (2011). Effects of moral reasoning and management level on ratings of charismatic leadership, in-role and extra-role performance of managers: A multi-source examination. The Leadership Quarterly, 22(2), 434-450.

*Strang, S. E., & Kuhnert, K. W. (2009). Personality and leadership developmental levels as predictors of leader performance. The Leadership Quarterly, 20(3), 421-433.

*Sturm, R. E., Vera, D., & Crossan, M. (2016). The entanglement of leader character and leader competence and its impact on performance. The Leadership Quarterly.

**Tosi, H. L., Misangyi, V. F., Fanelli, A., Waldman, D. A., & Yammarino, F. J. (2004). CEO charisma, compensation, and firm performance. The Leadership Quarterly, 15(3), 405-420.

*van der Kam, N. A., Janssen, O., van der Vegt, G. S., & Stoker, J. I. (2014). The role of vertical conflict in the relationship between leader self-enhancement and leader performance. The Leadership Quarterly, 25(2), 267-281.

*Vidyarthi, P. R., Anand, S., & Liden, R. C. (2014). Do emotionally perceptive leaders motivate higher employee performance? The moderating role of task interdependence and power distance. The Leadership Quarterly, 25(2), 232-244.

*Visser, V. A., van Knippenberg, D., van Kleef, G. A., & Wisse, B. (2013). How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance. The Leadership Quarterly, 24(1), 172-188.

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*Wang, A. C., Chiang, J. T. J., Tsai, C. Y., Lin, T. T., & Cheng, B. S. (2013). Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance. Organizational Behavior and Human Decision Processes, 122(2), 101-113.

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