An Analytical Systematic Literature Review and Evaluation of Leadership and Organizational Learning Culture

Abstract

The purpose of this study is to carry out an in-depth analysis of the numerous approaches that have been taken in previous research in an effort to quantify the connection that exists between effective leadership and organizational learning culture (OLC), learning organization (LO), and organizational learning (OL). Works that have been written in English and reviewed by their peers are evaluated within the scope of this exhaustive analysis of the relevant literature to determine the extent to which they conduct empirical research into the connection that exists between leadership and OLC/LO/OL. This evaluation is carried out in order to determine whether or not the works in question conduct such research. Two hundred and eighty-eight articles were distributed over one hundred and eighty-eight different periodicals, bringing the total number of papers to two hundred and eighty-eight. This article presents a comprehensive analysis of the many different styles of leadership that have been connected to OLC/LO/OL across a wide range of countries and industries all over the world. The styles of leadership covered in this article include servant leadership, transformational leadership, and adaptive leadership. In addition, analyses are carried out on research methodologies that have been derived from the body of previously carried out research.