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The concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most valuable intangible assets of any organization. This research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of brand-building behaviors (BBBs) and EBBE.

The statistical population of the current study is employees of five major insurance companies in Semnan city of Iran. Using the classified random sampling method, 136 employees of these insurance firms were chosen. Likert-based questionnaires were used to collect data. Structural equation modeling (SEM) was used to analyze research data.

Findings show that brand-specific transactional leadership affects participation and retention positively and significantly. Also, the variables of participation, in-role brand-building behavior (IRBBB) and retention, have a positive and significant effect on the EBBE. However, no significant relationship has been found between brand-specific transactional leadership and the IRBBB.

The study was bound by access to firms and managers' availability. On the other hand, this research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of brand-specific transactional leadership and brand evangelism.

When selecting brand leaders, manager training programs need to evaluate whether a candidate has brand-specific transactional leadership traits that will enhance the successful internalization of brand values and improve EBBE.

Brand-specific transactional leadership increases employee responsibility and a greater desire to engage in citizenship behaviors. In addition, using partnerships to influence customer supportive behaviors creates a good image of the company and its services in the minds of customers. Also, this research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of BBBs and EBBE.

Through a systematic literature review, this paper aims to endeavor to present a thorough historical perspective on the evolution of employee-based brand equity (EBBE), offering a comprehensive understanding of its development. The study explores the general model, causes and effects of EBBE, as well as the role of culture, leadership and brand management in building EBBE. The paper proposes an integrative framework to understand the interrelationships between the various dimensions of EBBE and offers practical guidelines for future research and the business world.

The paper uses a systematic literature review approach to analyze and synthesize 30 studies on EBBE retrieved from SCOPUS and Web of Science. The analysis involves a thematic and content-based examination of the literature, which is organized into three thematic groups.

The review highlights the importance of EBBE as a driver of organizational performance and success. The paper identifies the evolution of the major themes, trends and debates in the literature and suggests areas for future research. It underscores the need for more qualitative, multi-level and longitudinal research on EBBE, as well as the exploration of the links between EBBE and other forms of brand equity.

This paper is one of the first systematic literature reviews of EBBE, offering a comprehensive and integrated view of the existing literature since the beginning of this concept. The paper’s originality lies in its proposed integrative framework that captures the interrelationships between the various dimensions of EBBE and provides practical guidelines for future research and the business world.