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The purpose of this paper is to provide empirical evidence of the relationship between altruistic leader behavior and radical innovation, using organizational learning as an explanatory variable.

To confirm the hypotheses, structural equations were used on a data set from a survey carried out on Spanish firms with recognized excellence in human resources management.

The study empirically validates the conceptual model. Results suggest that organizational learning capability fully mediates the relationship between altruistic leader behavior and radical innovation.

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector.

Results suggest ideas for organizations that want to implement a working environment that fosters innovation performance in order to achieve radical innovations.

This is one of the few studies to concentrate on altruistic leader behaviors as such. This paper contributes to understanding how altruistic leader behavior affects radical innovation and the key role played by organizational learning capability.

The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability.

Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning.

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation.

In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

Spiritual leadership focuses on intrinsically motivating the workforce though shared values, attitudes and behaviours and is about achieving organizational excellence through shared aspirations. In the context of tough competition among organizations and relentless disruptions of existing business processes, leaders look forward to devise strategies that will help keep their employees stay alongside, offering constructive criticisms as well. This study aims to examine the influence of spiritual leadership style on employees' intention to stay with the organization, mediated through their voice behaviour.

This cross-sectional study followed a descriptive research design, and data were collected from 357 employees working in the information technology sector in India. Validated instruments in the existing literature were used among the sample respondents, and structural equation modelling was done to test the proposed hypotheses.

The findings of the study suggest that employees' experience of dimensions of spiritual leadership style had varying influences on their voice behaviour and intention to stay with the organization. Also, employee voice behaviour mediated the relationships between two dimensions of spiritual leadership (hope and altruistic love) and intention to stay, but not the relationship between vision and intention to stay.

This study is pioneering in conceptualizing and testing a theoretical model linking spiritual leadership style, employee voice behaviour and their intention to stay with the organization. The results of the study emphasis the need for cultivating a leadership style of shared vision, value congruence and facilitating standards of excellence grounded on values of integrity, humility, compassion and perseverance. Implications for management development on how to promote employee voice behaviour are also discussed.

The purpose of this paper is to analyze the effect of leader humility in firm innovativeness. The study highlights the importance of promoting altruism within organizations as a mechanism that may explain why leader humility fosters innovation.

The study was conducted in a sample frame of 11,594 Spanish companies. In total, 568 valid questionnaires were obtained and 284 different companies participated in the study. Structural equations were used to validate the proposed hypotheses.

All the hypotheses proposed in the conceptual model were confirmed. Results provide empirical evidence of the positive relationship between leader humility and firm innovativeness, as well as the mediating role played by altruism. In other words, leader humility promotes altruism and, in turn, firm innovativeness.

The sample of companies is heterogeneous in terms of firm turnover, size, export ratio and age. The study is focused on firm innovativeness and only studies altruism as a mediating variable in the relationship between leader humility and firm innovativeness.

The present study provides some guidelines which may help companies to improve their competitiveness, enhancing workplace conditions.

There are few empirical studies that analyze the effect of humble leaders or leader humility on innovation. The main value of the present research is to further the current knowledge of this relationship by disentangling the mediating effect of altruism within organizations.

This study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.

The study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.

Various leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.

This study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.

This study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

The purpose of this paper is to compare two mediating mechanisms of servant leadership’s effect on followers’ work engagement: the social exchange mechanism (represented by leader-member exchange (LMX)) and the social learning mechanism (represented by public service motivation in Study 1 and prosocial motivation in Study 2).

In Study 1, the authors collected two-wave matched data from 216 public sector employees. In Study 2, the authors collected two-wave matched data from 178 private sector employees. The authors use hierarchical regression and bootstrapping to test the hypotheses.

Servant leadership is positively related to follower’s work engagement and this relationship is mediated by LMX, but not by public service motivation (Study 1) or prosocial motivation (Study 2). It suggests that servant leadership promotes followers’ work engagement mostly through the social exchange mechanism.

The data were collected from Chinese employees, and future studies are necessary to verify the findings in other cultural contexts.

This study sheds light on a more nuanced picture of the effect mechanisms of servant leadership.

The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.

A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.

The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.

The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.

Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.

The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

This paper aims to investigate how the relationship between leadership and organizational learning culture (OLC)/learning organization (LO)/organizational learning (OL) is measured in the literature.

This systematic literature review analyzes published peer-reviewed English articles that examine the relationship between leadership and OLC/LO/OL empirically. A total of 58 articles has been found in 42 journals.

This paper provides a holistic view of the types of leaderships that have been connected with OLC/LO/OL in various countries and industries. Research methods from the literature are also examined.

It is among the first studies to review the literature about the connection between leadership and OLC/LO/OL. This review offers constructive future research directions.

This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.

This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed.

The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.

This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.

There are little systematic literature reviews on the relationship between leadership and organizational learning. This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions.

The purpose of this paper is to synthesize the fragmented literature on organizational citizenship behavior (OCB), leader–member exchange (LMX), learning, innovative work behavior (IWB) and employee performance across different countries, disciplines and organizations, thereby broadening the literature breath and making gap identification comprehensive. Second, it provides information on how much studies have been concentrated on Africa with the goal of provoking scholarly work in a unique cultural setting on the interrelatedness of these concepts.

Relevant literature search was undertaken using key search terms, “employee performance,” “OCB,” “LMX,” “IWB,” “individual learning” and “team learning.”

The findings show positive relationships between the behaviors and employee performance. They also reveal an interesting diversity in the study across multidisciplinary fields holding both cultural and contextual significance for academia and practitioners.

The limitation of literature to peer-reviewed journals from the authors’ university library might have missed important information not in this domain. Further studies must make use of additional search terms and engines excluded from this study to provide a more comprehensive analysis.

The paper has important managerial implications for practitioners. The analysis can support the understanding of employee performance from a broader and more diverse view points; and help in providing insight into real-life opportunities, constraints and solutions in enhancing performance management.

This systematic literature review highlights important knowledge gaps which need to be explored especially in the African and Ghanaian contexts.