Fred O. Walumbwa

TL;DR: This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice and concluding with work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership.

TL;DR: The authors developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States, and found a positive relationship between authentic leadership and supervisor-rated performance.

TL;DR: The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States, and the leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership.

TL;DR: Results revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior.

TL;DR: The authors investigated the link between ethical leadership and performance using data from the People's Republic of China and found that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by leader-member exchange, self-efficacy, and organizational identification.