Table 1 Characteristics of studies within leadership roles and styles

Business

D'Innocenzo et al. (2021) [47]

To test (i) whether shared leadership and performance were related over time, (ii) the relative magnitude of those relationships, (iii) whether a shared leadership intervention changes those relationships

205 Members of 53 student teams in business

Shared leadership to performance relationship was positively related and grew stronger with intervention

Doghri et al. (2021) [48]

Analyse the influence of empowerment leadership and its mechanism of effect

250 Start up businesses

Shared leadership and knowledge sharing had a positive relationship on performances

Cicero and Pierro (2007) [39]

Analyse leadership and work outcomes as they are associated to social identification processes

200 Italian public and private sector employees

Positive association between charismatic leadership and employees’ work-group identification; work-group identification is also associated with their job involvement, job satisfaction, performance, and turnover intention

Payne et al. (2009) [45]

Identify five attributes of high-performing teams—knowledge, information, power, incentives and opportunity/time—and how they influence corporate financial performance

210 Fortune 1000 companies

Team effectiveness attributes are associated with higher levels of board effectiveness as rated by the board directors, and that board effectiveness is significantly related to corporate financial performance

Military

Stewart and Johnson (2009) [46]

Test a moderator of the association between diversity and work group performance: leader–member exchange (LMX)

224 High-ranking officers

Leader-member exchange interacted with work group gender diversity, such that in more gender diverse groups leader–member exchange differentiation was positively associated with work group performance when aggregate leader–member exchange was high (above the median)

Health and social care

Kane and Borgatti (2011) [42]

Examine if groups will perform better if their more proficient members are highly central in the group’s communication and workflows network

468 Employees (32 teams)

Centrality–Information System proficiency alignment is significantly and positively related to performance across multiple systems examined individually and with the portfolio of systems examined

Kickul and Neuman (2000) [43]

Investigate the individual differences in emergent leadership behaviours and their relationships to teamwork processes and outcomes

320 Psychology students

Openness to experience and cognitive ability were predictive of emergent leadership behaviours. Conscientiousness and cognitive ability were associated with team performance

Multiple sectors

Bunderson, van der Vegt et al. (2016) [38]

Explore whether hierarchy can promote group performance and member satisfaction

75 Teams

Acyclicity in influence relations reduces conflict and thereby enhances both group performance and member satisfaction, centralisation and steepness have negative effects on conflict, performance, and satisfaction, particularly in groups that perform complex tasks

DeChurch and Marks (2006) [40]

Leader strategising and coordinating effects on functional leadership, inter team coordination, and multiteam systems performance were examined

384 Undergraduate students

Functional leadership mediated the effects of both types of training on inter team coordination and inter team coordination fully mediated the effect of multiteam system leadership on multiteam system performance

Lyubovnikova et al. (2017) [44]

Examine how authentic leadership influences team performance via the mediating mechanism of team reflexivity

53 Teams

Self-regulatory behaviours inherent in the process of authentic leadership served to collectively shape team behaviour, manifesting in the process of team reflexivity, which, in turn, positively predicted team performance

Han et al. (2018) [41]

Investigate how an organisation's high-performance work system affects team managers' transformational leadership

179 Teams in 44 organisations

Multilevel, moderated mediation effect with the indirect effect of high-performance work system on team performance via transformational leadership varies significantly as a function of adaptation and efficiency orientations