Leadership Styles and Organizational Culture in Enhancing Employee Performance: A Systematic Review
DOI:
https://doi.org/10.63208/210113-578Keywords:
Digital Economy, Employee Performance, Leadership Styles, Organizational CultureAbstract
This study examines the relationship between leadership styles, organizational culture, and employee performance in the digital economy. The study employs a Systematic Literature Review (SLR) to synthesize findings from 20 quantitative studies published between 2020 and 2025. The literature was identified through Google Scholar using predefined keywords and selection criteria focusing on leadership style, organizational culture, and employee performance. The findings indicate that leadership style and organizational culture generally have positive relationships with employee performance, although the strength and direction of these relationships vary across organizational contexts. Transformational, adaptive, and digital-oriented leadership can support employee motivation, learning, collaboration, innovation, and adaptation to organizational change. Organizational culture also contributes to performance by fostering learning, openness, collaboration, engagement, and adaptability. However, several studies demonstrate that leadership does not always have a significant direct effect on performance. Motivation, job satisfaction, organizational learning culture, discipline, employee engagement, and organizational commitment may function as intervening mechanisms. Overall, the findings indicate that employee performance in the digital economy is shaped by the interaction between leadership, organizational culture, and employee-related factors.
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