African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4188


How and why leaders affect organisations and vice versa: Review of two academic concepts related to Leadership and managing people by drawing on theory and research

Arowosafe Yetunde Justina
  • Arowosafe Yetunde Justina
  • School of Management and Social Sciences, Pan Atlantic University, Lagos, Nigeria.
  • Google Scholar

  •  Received: 01 April 2022
  •  Accepted: 31 October 2022
  •  Published: 30 November 2022


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Bass BM (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics 18(3):19-31.


Bass BL (2019). What is leadership?. In Leadership in Surgery. Springer pp. 1-10.


Colombo CM (2021). "Organization". A Multi Facet Concept. Economia Aziendale Online 12(4):487-506.


Coun M, Peters P, Blomme R (2019). Taking the leadership role: Understanding leadership across team and organizational boundaries in view of the changing employment relationship. Journal of Leadership Studies 12(4):65-68.


Drucker PF (1988). The coming of the new organization. Available at:



Gandolfi F, Stone S (2016). Clarifying leadership: High-impact leaders in a time of leadership crisis. Revista de Management Comparat International 17(3):212-224.


Kehr HM, Graff D, Bakaç C (2022). Followers' Motives as Moderators of the Effects of Transformational Leadership Behaviors on Follower Outcomes and Leaders' Influence. Journal of Business and Psychology 7:1-22.


Khan NA, Khan AN (2019). What followers are saying about transformational leaders fostering employee innovation via organisational learning, knowledge sharing and social media use in public organisations?. Government Information Quarterly 36(4):101391.


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Malik SH (2012). A study relationship between leader behaviors and subordinate job expectancies: A path-goal approach. Pakistan Journal of Commerce and Social Sciences 6(2):357-371.


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Peyton T, Zigarmi D, Fowler SN (2019). Examining the relationship between leaders' power use, followers' motivational outlooks, and followers' work intentions. Frontiers in Psychology 9:2620.


Schein EH, Turner RA, Schein PA, Hayes TL (2021). A long and beautiful conversation with Edgar Schein: His journey through seven decades of social psychology, anthropology, and organizational life. Consulting Psychology Journal: Practice and Research 73(4):289-301.


Schyns B, Kiefer T, Kerschreiter R, Tymon A (2011). Teaching implicit leadership theories to develop leaders and leadership: How and why it can make a difference. Academy of Management Learning and Education 10(3):397-408.


Scot HM, Peter W (2009). Empirical Investigation of the effects of transformational and transactional leadership on organizational climate. Journal of Applied Psychology 4:16-18.


Shah SMM, Ali R, Dahri AS, Ahmed N, Brohi ZAM (2018). Determinants of job satisfaction among nurses: Evidence from South Asian perspective. Journal of Academic Research in Business and Social Sciences 8(5):19-26.


Silva A (2016). What is leadership?. Journal of Business Studies Quarterly 8(1):1.


Streimikiene D, Mikalauskien? A, Digrien? L, Kyriakopoulos GL (2021). Assessment of the role of a leader in shaping sustainable organizational culture. Amfiteatru Economic 23:483-503.


Sy T, van Knippenberg D (2021). The emotional leader: Implicit theories of leadership emotions and leadership perceptions. Journal of Organizational Behaviour 42:885-912.


Tait B (2020). Traditional leadership vs. servant leadership. Available at:



Tavares GM, Sobral F, Goldszmidt R, Araújo F (2018). Opening the Implicit Leadership Theories' Black Box: An Experimental Approach with Conjoint Analysis. Frontiers in Psychology 9:100.


Yukl G (2002). Ethical leadership and diversity. Leadership in Organizations, 5th edition, Prentice-Hall, Upper Saddle River, NJ, USA. P 401.


Zander L (2020). Interpersonal leadership across cultures: a historical exposé and a research agenda. International Studies of Management and Organization 50(4):357-380.