Abstract
Transformational leadership is largely linked to enhanced employee performance, but recent studies imply that the action of transformational leadership takes effect yet in various psychological, behavioural, and organisational processes rather than with a direct effect. The paper systematically synthesises 25 substantive peer-reviewed studies from 2021–2026. The revised search framework specifies Scopus, Web of Science Core Collection, Business Source Complete, and Google Scholar. A PRISMA-style study-selection flow is provided in Figure 1. The evidence states that transformational leadership is typically associated with superior performance through enhancement of employee engagement, importance of tasks, affective commitment, trust, organisational citizenship behaviour, and readiness to perform extra roles than those required in execution roles. Organisational systems, work design, human resource practices, workload and conditions in which employees work also define the relationship. Notably, more recent studies find less significant or insignificant direct effects especially in cases where remote working, resource deprivation, or situational demands diminish the chances of leadership behaviours to have any influence on employees. The paper concludes that transformational leadership thrives well when inspirational and developmental behaviours are reinforced by relevant organisational practices and sufficient employee competence and potential. Organisations, therefore, need to combine leadership growth with involvement, job design, equity, and conducive human resource platforms to attain long-term gains in the performance of the workers.