Year: 2025
Type: article
Abstract: The success of organizations, regardless of the market segment or industry in which they operate, is determined by the knowledge, skills, and involvement of employees, alongside the role of leadership in coordinating them and obtaining a sustainable competitive advantage. Within organizations, leadership is associated with performance and is perceived through the ability to achieve the set objectives, for and with the support of the company's staff. The results obtained depend on how and how well managers know how to delegate tasks and, at the same time, help team members reach their maximum potential. Much of the leadership research is focused on identifying effective leadership and what it entails, but there are still many confusions due to independent approaches in a variety of publications, the use of undefined terms, or unclear definitions. Several studies focus on analyzing leadership used in multinational corporations, using various theories, methodologies, and technologies, some of which link to organizational performance. In the context where more than 10,000 studies (identified in Scopus citations) address Leadership Style and fewer than 100 address Full Range Leadership, new concerns in the field are emerging that need to be further explored and developed. Following an examination of how the elements of Full Range Leadership, specifically Transformation, Transactional, Laissez Faire, Extra Effort, Effectiveness, Job Satisfaction, and Organizational Performance, are treated in the specialized literature, a number of research gaps emerged, which the authors intend to fill with this paper. To accomplish this goal, the most significant terms, particularly those pertaining to the Full Range Leadership component, were analyzed by utilizing the Scopus database. Consequently, it became evident that there exists an inadequate level of academic inquiry in the domain focused on the art of leadership, particularly regarding studies on the Full Range component of the Leadership concept.
DOI: 10.71235/rmee.199
Authors: Cristina A. MIRCEA, Corina M. RĂDULESCU
Institution: Technical University of Cluj-Napoca
Language: English
Domain: Social Sciences
Open Access status: hybrid
OpenAlex ID: W4409197925