Authentic leadership and relational power increasing employee performance: A systematic review of “leadership and power” as a positive dyadic relationship

Authors

  • Tiffany Strom Concordia University Wisconsin, 12800 North Lake Shore Drive, Mequon, WI 53097, USA

Abstract

The objective of this study was to explore the relationship of positive leadership and positive power on increasing employee performance in the context of small firms using authentic leadership and relational power as theoretical lenses. An evidence-informed review was provided to examine the proposed objective and a systematic literature review was conducted to determine the priori model, and to present an emergent model after a synthesis of the findings. The qualitative and quantitative studies revealed four thematic topics to represent the relationship: (1) employee engagement relies on perception and trust; (2) positive characteristics of a leader need to exist in order to enhance the positive use of power; (3) positive leadership and power relationship exists in the short term through empowerment; and (4) positive leadership and power together increase the long-term outcomes of organizational identification, organizational commitment, and firm performance. This research was intended to investigate and synthesize a small firm relationship with the leader, manager, and employees as described herein, and to provide a new lens for authentic leadership and relational power by adding positivity as a part of the moral framework.

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Published

2020-11-19

How to Cite

Strom, T. (2020). Authentic leadership and relational power increasing employee performance: A systematic review of “leadership and power” as a positive dyadic relationship. Journal of Small Business Strategy, 30(3), 86-101. Retrieved from https://libjournals.mtsu.edu/index.php/jsbs/article/view/1315

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Articles