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Orientation: Interest in understanding the factors that drive employee performance has increased. However, existing research on the effects of leadership styles and employee engagement lacks conclusive results. Research purpose: This study seeks to provide a holistic perspective of employee performance and examine the relationships between the types of leadership, employee engagement and employee performance. Motivation for the study: Despite the critical role of leadership and engagement in enhancing performance, existing literature remains fragmented. A more holistic synthesis is necessary to clarify how these factors interact. Research approach/design and method: This research conducted a systematic review and bibliometric analysis of 52 published articles sourced from Scopus and Web of Science. The study looked at the evolution of ideas and issues around leadership styles, employee engagement and performance, their challenges and drivers. Main findings: Research on performance, employee engagement and leadership has increased dramatically in the last 10 years. The findings of this study demonstrate that engaged management methods and strategic leadership philosophies such as transformational and servant leadership improve employee performance. Furthermore, new developments in cross-cultural dynamics, technological integration and sustainable leadership techniques highlight how organisational success is changing. Practical/managerial implications: This study emphasises how crucial it is to develop leadership styles that complement organisational strategy and culture. Although the characteristics of leaders frequently determine their leadership styles, organisations may influence these via focussed training. In a similar vein, improving organisational success requires fostering optimal employee engagement. Contribution/value-add: To the best of our knowledge, this study is the first bibliometric analysis focussing on the relationships between the three concepts, that is leadership sub-styles, employee engagement and employee performance, thus adding a new insight into organisational and management studies.
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Stored only when both papers are in the corpus — 35 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
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