Transformational Leadership: A Bibliometric Analysis of Core Themes and Influential Studies
DOI:
https://doi.org/10.58812/wsbm.v4i01.2761Keywords:
Transformational Leadership, Bibliometric Analysis, Leadership ResearchAbstract
This study aims to map the intellectual structure, core themes, and emerging trends in transformational leadership research through a bibliometric approach. Data were collected from the Scopus database, covering a specified publication period, and analyzed using VOSviewer to examine co-occurrence, co-citation, and collaboration patterns. The results reveal that transformational leadership remains a central and highly influential topic, strongly associated with organizational performance, job satisfaction, and employee behavior. The network analysis identifies several major thematic clusters, including organizational outcomes, psychological dimensions, and knowledge and innovation management. Overlay visualization indicates a temporal shift toward emerging themes such as ethical leadership, emotional intelligence, and sustainable development, reflecting the evolving relevance of transformational leadership in addressing contemporary organizational challenges. Meanwhile, density analysis highlights a well-established research core alongside underexplored areas that offer opportunities for future studies. This study contributes by providing a comprehensive mapping of the transformational leadership research landscape and offers insights into potential directions for advancing the field.
References
[1] I. Wardana, S. Rusidah, and N. Wahyuni, “Pengaruh Karakteristik Individu, Karakteristik Pekerjaan dan Karakteristik Organisasi terhadap Kepuasan Kerja Karyawan Koperasi (Sumber Data Mandiri) Muara Teweh Kalimantan Tengah,” J. Bisnis dan Pembang., vol. 6, no. 2, pp. 100–111, 2017.
[2] N. Triolita and B. Budiyanto, “THE EFFECT OF SOCIAL CAPITAL ON MARKETING INNOVATION: MEDIATED BY VIRTUAL COMMUNITY ROLE,” Int. Conf. Bus. …, 2022.
[3] C. I. Ugwu, “Mediation effect of knowledge management on the relationship between transformational leadership and job performance of librarians in university libraries in Nigeria,” J. Librariansh. Inf. Sci., vol. 51, no. 4, pp. 1052–1066, 2019.
[4] K. B. Lowe, K. G. Kroeck, and N. Sivasubramaniam, “Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature,” Leadersh. Q., vol. 7, no. 3, pp. 385–425, 1996.
[5] R. P. Vecchio, J. E. Justin, and C. L. Pearce, “The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework,” J. Occup. Organ. Psychol., vol. 81, no. 1, pp. 71–82, 2008, doi: 10.1348/096317907X202482.
[6] M. E. Brown, L. K. Treviño, and D. A. Harrison, “Ethical leadership: A social learning perspective for construct development and testing,” Organ. Behav. Hum. Decis. Process., vol. 97, no. 2, pp. 117–134, 2005.
[7] T. A. Judge and R. F. Piccolo, “Transformational and transactional leadership: a meta-analytic test of their relative validity.,” J. Appl. Psychol., vol. 89, no. 5, p. 755, 2004.
[8] B. J. Avolio and W. L. Gardner, “Authentic leadership development: Getting to the root of positive forms of leadership,” Leadersh. Q., vol. 16, no. 3, pp. 315–338, 2005.
[9] M. E. Brown and L. K. Treviño, “Ethical leadership: A review and future directions,” Leadersh. Q., vol. 17, no. 6, pp. 595–616, 2006.
[10] B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision.,” Organ. Dyn., vol. 18, no. 3, pp. 19–31, 1990, doi: https://doi.org/10.1016/0090-2616(90)90061-S.
[11] E. L. Deci, A. H. Olafsen, and R. M. Ryan, “Self-determination theory in work organizations: The state of a science,” Annu. Rev. Organ. Psychol. Organ. Behav., vol. 4, no. 1, pp. 19–43, 2017.
[12] F. O. Walumbwa, B. J. Avolio, W. L. Gardner, T. S. Wernsing, and S. J. Peterson, “Authentic leadership: Development and validation of a theory-based measure,” J. Manage., vol. 34, no. 1, pp. 89–126, 2008.
[13] C. R. Gerstner and D. V Day, “Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.,” J. Appl. Psychol., vol. 82, no. 6, p. 827, 1997.
[14] B. J. Avolio, B. M. Bass, and D. I. Jung, “Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership,” J. Occup. Organ. Psychol., vol. 72, no. 4, pp. 441–462, 1999.
[15] A. H. Eagly, M. C. Johannesen-Schmidt, and M. L. Van Engen, “Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.,” Psychol. Bull., vol. 129, no. 4, p. 569, 2003.
[1] I. Wardana, S. Rusidah, and N. Wahyuni, “Pengaruh Karakteristik Individu, Karakteristik Pekerjaan dan Karakteristik Organisasi terhadap Kepuasan Kerja Karyawan Koperasi (Sumber Data Mandiri) Muara Teweh Kalimantan Tengah,” J. Bisnis dan Pembang., vol. 6, no. 2, pp. 100–111, 2017.
[2] N. Triolita and B. Budiyanto, “THE EFFECT OF SOCIAL CAPITAL ON MARKETING INNOVATION: MEDIATED BY VIRTUAL COMMUNITY ROLE,” Int. Conf. Bus. …, 2022.
[3] C. I. Ugwu, “Mediation effect of knowledge management on the relationship between transformational leadership and job performance of librarians in university libraries in Nigeria,” J. Librariansh. Inf. Sci., vol. 51, no. 4, pp. 1052–1066, 2019.
[4] K. B. Lowe, K. G. Kroeck, and N. Sivasubramaniam, “Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature,” Leadersh. Q., vol. 7, no. 3, pp. 385–425, 1996.
[5] R. P. Vecchio, J. E. Justin, and C. L. Pearce, “The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework,” J. Occup. Organ. Psychol., vol. 81, no. 1, pp. 71–82, 2008, doi: 10.1348/096317907X202482.
[6] M. E. Brown, L. K. Treviño, and D. A. Harrison, “Ethical leadership: A social learning perspective for construct development and testing,” Organ. Behav. Hum. Decis. Process., vol. 97, no. 2, pp. 117–134, 2005.
[7] T. A. Judge and R. F. Piccolo, “Transformational and transactional leadership: a meta-analytic test of their relative validity.,” J. Appl. Psychol., vol. 89, no. 5, p. 755, 2004.
[8] B. J. Avolio and W. L. Gardner, “Authentic leadership development: Getting to the root of positive forms of leadership,” Leadersh. Q., vol. 16, no. 3, pp. 315–338, 2005.
[9] M. E. Brown and L. K. Treviño, “Ethical leadership: A review and future directions,” Leadersh. Q., vol. 17, no. 6, pp. 595–616, 2006.
[10] B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision.,” Organ. Dyn., vol. 18, no. 3, pp. 19–31, 1990, doi: https://doi.org/10.1016/0090-2616(90)90061-S.
[11] E. L. Deci, A. H. Olafsen, and R. M. Ryan, “Self-determination theory in work organizations: The state of a science,” Annu. Rev. Organ. Psychol. Organ. Behav., vol. 4, no. 1, pp. 19–43, 2017.
[12] F. O. Walumbwa, B. J. Avolio, W. L. Gardner, T. S. Wernsing, and S. J. Peterson, “Authentic leadership: Development and validation of a theory-based measure,” J. Manage., vol. 34, no. 1, pp. 89–126, 2008.
[13] C. R. Gerstner and D. V Day, “Meta-Analytic review of leader–member exchange theory: Correlates and construct issues.,” J. Appl. Psychol., vol. 82, no. 6, p. 827, 1997.
[14] B. J. Avolio, B. M. Bass, and D. I. Jung, “Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership,” J. Occup. Organ. Psychol., vol. 72, no. 4, pp. 441–462, 1999.
[15] A. H. Eagly, M. C. Johannesen-Schmidt, and M. L. Van Engen, “Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.,” Psychol. Bull., vol. 129, no. 4, p. 569, 2003.
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