The impact of leadership styles on learning and work outcomes of Generation Z employees: a systematic literature review

Purpose This study aims to systematically review the empirical literature to analyze how different leadership styles impact Generation Z (Gen Z) employees, distinguishing between direct learning outcomes (changes in knowledge, skills, attitudes) and related work outcomes (e.g. engagement, performance, retention). Design/methodology/approach Following PRISMA 2020 guidelines, a systematic review of 18 empirical studies published primarily between 2020 and 2024 was conducted. The studies focused on Gen Z employees, various leadership styles and their associated outcomes. Findings Transformational and authentic leadership were found to be most effective. These styles foster crucial learning outcomes such as motivation, trust and psychological capital, which in turn are linked to positive work outcomes such as higher engagement, performance and retention. Conversely, transactional and laissez-faire leadership were largely ineffective or viewed negatively. Practical implications Organizations should prioritize developing transformational and authentic leadership competencies to effectively attract, develop and retain Gen Z talent. Aligning leadership practices with Gen Z’s values is critical for enhancing both employee development and organizational performance. Originality/value This review provides a novel synthesis by conceptually distinguishing between learning and work outcomes, offering a more nuanced understanding of leadership effectiveness for Gen Z and clarifying a fragmented body of literature.