doi: 10.56294/hl2024.437

ORIGINAL

Transformational leadership: emerging lines of research

Liderazgo transformacional: líneas de investigación emergentes

Rolando Eslava-Zapata¹ *, Leonardo Javier Caraballo² *, José Daniel Anido-Rivas³ *

¹Universidad de Los Andes, Department of Administrative and Accounting Sciences. San Cristóbal, Venezuela.

²Universidad de Los Andes, Centro de Estudios de Fronteras e Integración (CEFI). San Cristóbal, Venezuela.

³Universidad de Los Andes, Centro de Investigaciones Agroalimentarias “Edgar Abreu Olivo” (CIAAL-EAO). Mérida, Venezuela.

Cite as: Eslava-Zapata R, Caraballo LJ, Anido-Rivas JD. Transformational leadership: emerging lines of research. Health Leadership and Quality of Life. 2024; 3:.437. https://doi.org/10.56294/hl2024.437

Submitted: 28-02-2024                                     Revised:  26-07-2024                                            Accepted: 13-11-2024                            Published:  14-11-2024

Editor: PhD. Prof. Neela Satheesh

Corresponding Author: Rolando Eslava-Zapata *

ABSTRACT

Introduction: keeping a team united involves applying incentives to keep collaborators linked to the organization and following an effective communication process to influence people to achieve goals positively. This work aims to carry out a bibliometric analysis of transformational leadership to know the emerging lines of research.

Method: the study is of a mixed type; it has a qualitative and a quantitative part. The qualitative part involves the review of publications and keywords in order to generate clusters related to current lines of research. The quantitative part is related to analyzing the trend of papers by year, by author, author affiliation, country, and area.

Results: the author’s mapping of the occurrence of keywords formed three clusters. The first cluster, identified with red, is related to “Transformative leadership.” The second cluster, identified with green, is related to “Types of leadership.” The third cluster, identified with the color blue, is related to the “Emotional intelligence of the leader.”

Conclusions: this study opens a range of opportunities for developing other bibliometric studies and invites researchers to develop new projects that explore the identified lines of work related to Work Engagement, Green Transformational Leadership, Job Performance, and Psychological Empowerment.

Keywords: Transformational Leadership; Work Engagement; Green Transformational Leadership; Job Performance; Psychological Empowerment.

RESUMEN

Introducción: mantener un equipo unido, supone aplicar incentivos para mantener a los colaboradores vinculados a la organización, siguiendo un proceso de comunicación efectiva para influir en las personas de forma positiva en favor del logro de las metas. el objetivo de este trabajo es realizar un análisis bibliométrico sobre el liderazgo transformacional a fin de conocer las líneas de investigación emergentes.

Método: el estudio es de tipo mixto, tiene una parte cualitativa y otra cuantitativa. La parte cualitativa supone la revisión de las publicaciones y las palabras clave a fin de generar los clústeres relacionados con las actuales líneas de investigación. La parte cuantitativa está relacionada con el análisis de la tendencia de los documentos por año, documentos por autor, afiliación del autor, documentos por país y documentos por área.

Resultados: el mapeo de ocurrencia de las palabras clave por autor arrojó la formación de tres clústeres. El primer clúster identificado con el color rojo, está relacionado con la “Liderazgo transformador”. El segundo

clúster identificado con el color verde, está relacionado con las “Tipos de liderazgo”. El tercer clúster identificado

con el color azul, está relacionado con la “Inteligencia emocional del líder”.

Conclusiones: este estudio abra un abanico de oportunidades para el desarrollo de otros estudio bibliométricos y e invita a los investigadores a desarrollar nuevos proyecto que exploren las líneas de trabajo identificadas, relacionadas con Work Engagement, Green Transformational Leadership, Job Performance and Psychological Empowerment.

Palabras clave: Liderazgo Transformacional; Compromiso Laboral; Liderazgo Transformacional Verde; Rendimiento Laboral; Empoderamiento Psicológico.

INTRODUCTION

Globalization has brought important changes in organizations and the way of leading, which requires cohesion in strategies to maintain good team performance.⁽¹⁾ Keeping a team united involves applying incentives to keep collaborators linked to the organization and following an effective communication process to influence people to achieve the objectives positively.⁽²⁾

Organizations want to be more empathetic with employees to promote the development of their competencies and positively impact their behavior; likewise, they want to improve the work environment to achieve greater employee satisfaction and obtain proactive behaviors that benefit the organization.⁽³⁾

Throughout history, various theories have explained leadership, such as trait, behavioral, and situational or contingency theories. It should be noted that the transformational theory goes beyond the achievement of objectives promoted by transactional leadership and seeks the personal satisfaction of the collaborator so that he/she can develop as an individual;⁽⁴⁾ in other words, the idea is to inspire the collaborators to have a shared vision of the organization in which the leaders make the transactional and transformational guidelines converge.^(5,6)

Transformational leadership is composed of five factors: charisma (idealized influence (attribute) and idealized influence (behavior)), motivational inspiration, intellectual stimulation, individual consideration, and psychological tolerance.⁽⁷⁾ These factors influence the employees and make them feel identified with the leader and willing to work.⁽⁸⁾ Therefore, the leader must create an organizational culture to develop employee skills and favor competitiveness.⁽⁹⁾

To achieve management that favors decision-making, a leadership style that promotes a good organizational climate improves decision-making and ensures desirable supervision of people to achieve the planned results must be implemented.⁽¹⁰⁾ It has been demonstrated that a transformational, democratic, and participative leadership style favors work performance.⁽¹¹⁾ If this is accompanied by continuous training of the collaborators, it will reinforce the connection between the leaders and work performance.⁽¹²⁾ Therefore, this work aimed to conduct a bibliometric analysis of transformational leadership to know the emerging lines of research.

METHOD

The study is of a mixed type, having a qualitative and a quantitative part. The qualitative part involved the review of publications and keywords in order to generate clusters related to the current lines of research. The quantitative part is related to analyzing the trend of papers by year, by author, author affiliation, country, and area.

The articles published in English in 2004-2024 in the Scopus database were considered. The search engine used was: TITLE-ABS-KEY ( “Transformational leadership” ) AND ( LIMIT-TO ( DOCTYPE , “ar” ) ) AND ( LIMIT-TO ( LANGUAGE , “English” ) ) AND ( LIMIT-TO ( PUBSTAGE , “final” ) ) ).

The results yielded 6596 published articles. The VOSviewer program was used to analyze the data. The author and country performed a co-authorship analysis; the author’s co-occurrence of keywords was also analyzed.

RESULTS

Table 1 shows that scientific production on transformational leadership has increased recently. It should be noted that transformational leadership is key to achieving the well-being of employees and promoting health by creating a balanced and conducive work environment for employees to develop in their personal and professional lives.

Table 1. Documents by year
Year	Documents
2025	46
2024	654
2023	619
2022	525
2021	473
2020	552
2019	435
2018	356
2017	296
2016	304
2015	263
2014	265

Table 2 lists the authors with more academic production on transformational leadership. It is remarkable how researchers have been concerned with providing answers to the diversity of problems related to transformational leadership in different organizational environments, such as health, education, and companies, among others, in order to promote innovation, job satisfaction, and the sense of belonging of employees.

Table 2. Documents by author
N°	Author Name	Documents
1	Barling, J.	34
2	Avolio, B.J.	32
3	Rowold, J.	23
4	Krishnan, V.R.	20
5	Bass, B.M.	19
6	Eliyana, A.	19
7	Sosik, J.J.	18
8	Turner, N.	18
9	Felfe, J.	17
10	Kelloway, E.K.	17

Table 3 shows the institutional affiliation of the authors. The top three places are occupied by Binghamton University State University of New York (60), Universiti Utara Malaysia (58), and Erasmus Universiteit Rotterdam (54). Universities are promoting research on transformational leadership, considering the potential of the results to positively impact organizations and society in general, in order to train leaders to transform organizational spaces considering the challenges brought by globalization and emerging technologies.

Table 3. Author Affiliation
N°	Affiliation	Documents
1	Binghamton University State University of New York	60
2	Universiti Utara Malaysia	58
3	Erasmus Universiteit Rotterdam	54
4	Monash University	45
5	Universiti Malaya	44
6	Universiti Sains Malaysia	41
7	Universiti Teknologi Malaysia	39
8	Arizona State University	38
9	The University of Queensland	37
10	The Hong Kong Polytechnic University	35

Table 4 shows that the countries leading the scientific production on transformational leadership are the United States (1548), China (535), and the United Kingdom (452).

Table 4. Documents by country
N°	Country	Documents
1	United States	1548
2	China	535
3	United Kingdom	452
4	Indonesia	434
5	Malaysia	426
6	Australia	401
7	Canada	340
8	India	288
9	Germany	238
10	Pakistan	229

Table 5 shows that the areas with the highest scientific production on transformational leadership are Business, Management, and Accounting (3460), Social Sciences (2497), and Psychology (1200). In the management field, transformational leadership allows the management of teams to strengthen, emphasizing motivation, innovation, and understanding of the diversity of organizational environments. From the point of view of sociology and psychology, it seeks to understand the interaction between collaborators to improve mental health and cohesion among them.

Table 5. Documents by area
N°	Subject area	Documents
1	Business, Management and Accounting	3460
2	Social Sciences	2497
3	Psychology	1200
4	Medicine	556
5	Economics, Econometrics and Finance	477
6	Nursing	470
7	Arts and Humanities	455
8	Decision Sciences	447
9	Computer Science	364
10	Engineering	356

The table shows the results of co-authorship by author, considering a criterion of a minimum of three documents per author and one hundred and fifty citations; the results reveal that out of 6252 authors, only 20 authors met the criterion. The authors who have published the most papers on the subject are Bass B.M. (6), Caillier J.G. (6), and Islam M.N. et at. (6). As for the authors with the most published papers, the top three places are occupied by Bass B.M. (3925), Bass B.M. et al. (921) and Leithwood K. et al. (771). It should be noted that the author’s co-authorship mapping reveals no collaboration between authors.

Table 6. Co-authorship by author
N°	Author	Documents	Author	Citations
1	Bass B.M.	6	Bass B.M.	3925
2	Caillier J.G.	6	Bass B.M. et al.	921
3	Islam M.N. et at.	6	Leithwood K. et al.	771
4	Krishnan V.R.	6	Le P.B. et al.	617
5	Pounder J.S.	5	Carless S.A.	352
6	Antonopoulou H. et al.	4	Lee J.	295
7	Rowold J.	4	Khalili A.	288
8	Bass B.M. et al.	3	Caillier J.G.	281
9	Birasnav M.	3	Vella S.A. et al.	280
10	Carless S.A.	3	Groves K.S. et al.	274

Regarding co-authorship by country, considering a minimum of one hundred papers per country and one citation, the results reveal that out of 200 countries, only 20 met the criterion (table 7). The countries that published the most papers were the United States (1542), China (534), and the United Kingdom (450). In terms of the number of citations received, the first three places are occupied by the United States (116956), Canada (21973), and China (20681).

Table 7. Co-authorship by country
N°	Country	Documents	Country	Citations
1	United States	1542	United States	116956
2	China	534	Canada	21973
3	United Kingdom	450	China	20681
4	Indonesia	433	Australia	19093
5	Malaysia	425	United Kingdom	17617
6	Australia	401	Netherlands	15618
7	Canada	338	Germany	11307
8	India	287	Taiwan	9053
9	Germany	237	Spain	6894
10	Pakistan	229	Pakistan	6009

The mapping of co-authorship by country shows the formation of four clusters (figure 1). The first cluster identified with red comprises Australia, Germany, India, Netherlands, South Africa, Spain, and the United Kingdom; the United Kingdom also leads this cluster. The second cluster identified with green comprises Indonesia, Iran, Malaysia, Pakistan, and Saudi Arabia, and Malaysia leads this cluster. The third cluster identified with the color blue comprises Canada, South Korea, Turkey, and the United States; the United States also leads this cluster. Finally, the fourth cluster identified with the color yellow comprises China, Taiwan, Thailand, and Vietnam.

DISCUSSION

Regarding the cooccurrence of keywords per author, considering a minimum of seventy-nine keywords, the results showed that out of 9956 words, only 19 met the criterion. It should be noted that a common word was joined to another with the thesaurus program.^(13,14) Table 8 shows that the three words with the highest number of occurrences are transformational leadership (3514), leadership (996), and transactional leadership (434).^(15,16)

Table 8. Keyword co-occurrence by author
N°	Keyword	Occurrences
1	Transformational leadership	3514
2	Leadership	996
3	Transactional leadership	434
4	Leadership style	344
5	Job satisfaction	238
6	Organizational commitment	167
7	Organizational culture	141
8	Work engagement	134
9	Innovation	126
10	Performance	124

Figure 1. Co-authorship mapping by country

The author’s mapping of keyword occurrence resulted in the formation of three clusters (figure 2).^(17,18) The first cluster, identified with red, comprises the words Green Transformational Leadership, Innovation, Job Performance, Knowledge Sharing, Performance, Psychological Empowerment, Self-Efficacy, Transformational Leadership, and Work Engagement. This cluster is related to “Transformational Leadership”.⁽¹⁹⁾ Transformational leadership influences employee performance, with organizational culture being a key factor in achieving this goal.^(20,21)

Social variables such as culture and the characteristics of society affect the exercise of transformational leadership.^(22,23) Transformational leadership influences employee performance, and organizational culture is a key factor in achieving this objective.⁽²⁰⁾ When the organizational culture is congruent with the values, employees will perform better and share their interests with the organization.⁽²⁴⁾ To this end, the leader’s charisma plays a fundamental role in developing a cooperative model among people to foster motivation and innovation and molding a solid organizational culture.^(25,26)

Leaders can improve work performance by encouraging collaborators with a focus on fairness and equality, allowing them to promote objectives and gain the team’s trust.⁽²⁷⁾ The charismatic aspect of the leader also helps to stimulate the intellectual and personal side of the employees and helps to obtain the maximum potential for good performance at work.⁽²⁸⁾

To the extent that leaders establish individual relationships with employees, they will have better performance since they consider the measures taken by the leader to be fair; they will also promote an innovative organizational climate consistent with institutional values, which will result in a positive organizational culture.^(29,30)

The second cluster, identified with green, is integrated with the words Job Satisfaction, Leadership Style, Organizational Commitment, Organizational Culture, Organizational Performance, and Transactional Leadership. This cluster is related to the “Types of leadership.”

The behavior of leaders is a major driver of organizational performance, and it has been shown that the transformational leadership style has a greater impact than transactional leadership on organizational performance since the transformational leadership style promotes creative and participatory solutions to problems and, above all, recognizes the capabilities of employees.^(31,32)

Gama’s leadership theory allowed an understanding of how leaders reward employees and adapt their strategies to influence employee behavior.^(5,33) However, this theory was later extended to relate transactional and transformational leadership styles to achieving job satisfaction.^(34,35)

The leadership style influences interactions between employees and creates workspaces that favor positive emotions and better work team performance; therefore, emotional management guarantees cooperative work with synergy to achieve goals.^(36,37)

Emotional Intelligence, Gender, Leadership, and Transformational integrate the third cluster identified with blue. This cluster is related to the “Emotional Intelligence of the leader.” The leader must deploy all the resources available to him/her to solve the day-to-day problems of the organization with positivity and resilience, trying to adapt at all times to the negative situations that arise in order to overcome stressful situations and strengthen emotional learning.^(38,39)

Emotional intelligence comprises the set of non-cognitive competencies that influence the person’s overall well-being. Hence, research has proposed some keys to be considered, such as interpersonal intelligence, stress management, and adaptability.^(40,41)

Regarding new lines of research, figure 3 shows an interest in research on work engagement, green transformational leadership, job performance, and psychological empowerment. Work engagement is related to employee satisfaction and organizational commitment, which are favored by positive work environments and development opportunities.⁽⁴²⁾ Green transformational leadership is related to sustainable practices that positively impact the environment. Therefore, leaders should promote ecological and sustainable values.⁽⁴³⁾

Job performance is related to the efficiency and effectiveness with which workers achieve their objectives. Hence, the leader must create the right environment to boost productivity⁽⁴⁴⁾ Psychological empowerment is related to the self-confidence of leaders, a necessary factor in influencing employees, and the design of actions that favor personal well-being and a healthy work environment.⁽⁴⁵⁾

Figure 2. Co-occurrence mapping of all keywords

Figure 3. Overlay of co-occurrence of all keywords

CONCLUSIONS

Transformational leadership creates an organizational culture that improves work performance by improving the work environment. Aspects such as individualized attention open a space to promote motivation and a sense of belonging among employees.

The leader’s emotional intelligence and leadership style will strengthen the collaborators’ motivation, loyalty, and respect and develop a sense of collaborative work to achieve the objectives and goals.

This study opens a range of opportunities for developing other bibliometric studies and invites researchers to develop new projects that explore the identified lines of work related to Work Engagement, Green Transformational Leadership, Job Performance, and Psychological Empowerment.

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FINANCING

The authors did not receive financing for the development of this research.

CONFLICT OF INTEREST

The authors declare that there is no conflict of interest.

AUTHORSHIP CONTRIBUTION

Conceptualization: Rolando Eslava-Zapata.

Formal analysis: Rolando Eslava-Zapata.

Research: Rolando Eslava-Zapata.

Methodology: Rolando Eslava-Zapata.

Project management: Leonardo Javier Caraballo, José Daniel Anido-Rivas.

Resources: Leonardo Javier Caraballo, José Daniel Anido-Rivas.

Software: Rolando Eslava-Zapata.

Supervision: Leonardo Javier Caraballo, José Daniel Anido-Rivas.

Validation: Leonardo Javier Caraballo, José Daniel Anido-Rivas.

Display: Leonardo Javier Caraballo, José Daniel Anido-Rivas.

Drafting - original draft: Rolando Eslava-Zapata.

Writing - proofreading and editing: Rolando Eslava-Zapata, Leonardo Javier Caraballo, José Daniel Anido-Rivas.