A Review of Literature on Human Resource Management, Leadership Style, and Employee Performance

This study investigates the relationships between leadership styles, human resource management (HRM) practices, and employee performance across various organizational contexts. A total of ninety-one papers published between 1995 and 2024 were analyzed. The findings highlight the critical role of leadership style in influencing employee performance, with transformational and supportive leadership styles consistently associated with positive employee outcomes. In contrast, authoritarian leadership is often linked to negative effects on performance. Additionally, HRM practices were found to be significantly correlated with employee performance, with effective and well-implemented HRM strategies enhancing employee outcomes. Conversely, poorly managed HRM practices can lead to adverse effects. The study emphasizes the importance of carefully evaluating and adapting leadership approaches and HRM strategies to improve employee performance, thereby contributing to the broader goal of enhancing organizational effectiveness.