Transformational leadership and organizational performance: gaps and connections with integrated marketing communication and innovation performance

Purpose This study aims to investigate the state of the art regarding the relationships among transformational leadership (TL), integrated marketing communication (IMC), innovation performance (IP) and organizational performance (OP). Design/methodology/approach A systematic literature review (SLR) was conducted, covering 48 articles published between 2018 and 2023. The search was performed in three major international databases. The review mapped and analyzed the interrelationships among TL, IMC, IP and OP, highlighting theoretical gaps and directions for future research. Findings The results indicate that TL positively influences IP and OP, while IMC shows a positive association with both performance dimensions. Moreover, the findings suggest that IMC may operate as a mediating or moderating mechanism through which transformational leadership translates into innovation and organizational performance. Research limitations/implications This review is limited by its time frame (2018–2023) and the exclusive use of three international databases, which may have excluded relevant regional studies. Future research should expand the scope, incorporate more recent publications and empirically test the proposed conceptual framework. Practical implications The study offers actionable insights for managers by showing how aligning transformational leadership with integrated marketing communication practices can enhance strategic alignment, strengthen organizational culture, support innovation processes and improve organizational performance. Social implications By emphasizing leadership and communication practices that foster innovation and organizational resilience, this study contributes to discussions on sustainable economic growth and decent work, aligning with the United Nations Sustainable Development Goals, particularly SDG 8 (Decent Work and Economic Growth) and SDG 9 (Industry, Innovation and Infrastructure). Originality/value This paper contributes to the leadership and organizational development literature by synthesizing fragmented evidence, identifying underexplored relationships, and proposing an integrative research agenda that connects leadership, communication, innovation performance, and organizational performance.