Do Ethical, Authentic, and Servant Leadership Explain Variance Beyond Transformational Leadership? A Meta-Analysis

In this research article we will discuss about ethical, authentic & servant leadership and below are the summaries point:- The study compares authentic leadership, ethical leadership, and servant leadership with transformational leadership. Authentic and ethical leadership showed low utility in explaining incremental variance beyond transformational leadership. Servant leadership showed promise as a stand-alone leadership approach in explaining a wide range of outcomes.

Journal of Management
Vol. XX No. X, Month XXXX 1 –29
DOI: 10.1177/0149206316665461
© The Author(s) 2016
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Do Ethical, Authentic, and Servant Leadership
Explain Variance Above and Beyond
Transformational Leadership? A Meta-Analysis
Julia E. Hoch
California State University–Northridge
William H. Bommer
California State University–Fresno
James H. Dulebohn
Dongyuan Wu
Michigan State University
This study compares three emerging forms of positive leadership that emphasize ethical and
moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with
transformational leadership in their associations with a wide range of organizationally relevant
measures. While scholars have noted conceptual overlap between transformational leadership
and these newer leadership forms, there has been inadequate investigation of the empirical
relationships with transformational leadership and the ability (or lack thereof) of these leader-
ship forms to explain incremental variance beyond transformational leadership. In response, we
conducted a series of meta-analyses to provide a comprehensive assessment of these emerging
leadership forms’ relationships with variables evaluated in the extant literature. Second, we
tested the relative performance of each of these leadership forms in explaining incremental vari-
ance, beyond transformational leadership, in nine outcomes. We also provide relative weights
analyses to further evaluate the relative contributions of the emerging leadership forms versus
transformational leadership. The high correlations between both authentic leadership and ethi-
cal leadership with transformational leadership coupled with their low amounts of incremental
variance suggest that their utility is low unless they are being used to explore very specific
Acknowledgments: The authors would like to acknowledge that earlier versions of this manuscript received helpful
comments from Brian Hoffman, associate editor, and two anonymous reviewers.
Supplemental material for this article is available at http://jom.sagepub.com/supplemental
Corresponding author: Julia E. Hoch, Nazarian College of Business, California State University–Northridge,
Los Angeles, CA 91330, USA.
E-mail: [e-mail]
665461 JOMXXX10.1177/0149206316665461Journal of Management Hoch et al.
research-article2016

2 Journal of Management / Month XXXX
outcomes. Servant leadership, however, showed more promise as a stand-alone leadership
approach that is capable of helping leadership researchers and practitioners better explain a
wide range of outcomes. Guidance regarding future research and the utility of these three ethi-
cal/moral values–based leadership forms is provided.
Keywords: meta-analysis; transformational leadership; authentic leadership; ethical leader-
ship; servant leadership; construct redundancy
In recent years, a series of very public corporate scandals (e.g., Enron, Fannie Mae,
Lehmann Brothers, Tyco, WorldCom) have been associated with increased interest in posi-
tive leadership emphasizing ethical and moral leader behavior. These emerging ethical/moral
values–based leadership forms include ethical, authentic, and servant leadership (Dinh, Lord,
Gardner, Meuser, Liden, & Hu, 2014). The focus upon moral and ethical behavior resulted
from a widely held view that crises of leadership, attributed to unethical behavior among
senior leaders in organizations (Woods & West, 2010), were responsible for these scandals.
The rising popularity of these three leadership forms is reflected in the increase in public as
well as scholarly references. A Google Scholar search for “ethical leadership” yielded 2,090
results for 1980 to 2003 versus 16,200 results for the period 2003 to 2016; for “authentic
leadership,” there were 926 versus 13,200 results; and for “servant leadership,” there were
2,630 versus 16,800 results, respectively.1
While there has been a meteoric rise in interest when it comes to these three leadership
forms, the field has provided little direction regarding whether these emerging approaches
actually perform as their supporters claim. In other words, while there is certainly a lot of
attention being focused upon these ethical/moral values–based leadership forms, it remains
to be seen whether they are actually explaining anything “new” at all. This is reflective of
scholars’ general concern regarding potential construct redundancy, which occurs when new
theories of leadership with new behavioral constructs are promoted without evaluating their
distinctiveness and usefulness compared to existing leadership approaches (DeRue,
Nahrgang, Wellman, & Humphrey, 2011).
These three ethical/moral values–based leadership forms represent additions to positive
leadership, with transformational leadership being the dominant theory since the 1980s.
Positive leadership forms focus on leader behaviors and interpersonal dynamics that increase
followers’ confidence and result in positive outcomes, beyond task compliance, such as moti-
vating followers to go beyond expectations, positive self-development, and prosocial behaviors
(cf. Hannah, Sumanth, Lester, & Cavarretta, 2014). Primary studies and meta-analyses on
transformational leadership have consistently demonstrated that transformational leadership
has high overall validity and is significantly related to a variety of employee and organizational
criteria, such as commitment, trust, satisfaction, and performance (e.g., Judge & Piccolo, 2004).
Theorists have provided potential justification for the ethical/moral values–based leader-
ship forms by arguing that transformational leadership may be viewed as incomplete as a
result of an absence of a strong, explicit moral dimension. Specifically, leaders, while being
“transformational,” may be unethical, abusive of followers, and act in ways that are self-
serving and contrary to espoused values and organizational interests (Bass & Steidlmeier,
1999; Conger & Kanungo, 1988). This has been exemplified by corporate failures occurring

Hoch et al. / Emerging Forms of Leadership 3
under leaders widely viewed as transformational, such as Ken Lay (Tourish, 2013) and Al
Dunlap (Fastenburg, 2010). In response, scholars introduced a distinction between authentic
and pseudo transformational leadership, to account for the presence or absence of ethical and
positive moral character in transformational leaders (Bass & Steidlmeier, 1999; Price, 2003),
and advanced ethically oriented leadership forms, including authentic, ethical, and servant
leadership (Northouse, 2010).
Consistent with the DeRue et al. (2011) call for integration across leadership forms, the
current study seeks not only to understand the three ethical/moral values–based leadership
forms but also to assess these leadership forms in the context of transformational leadership.2
With the promotion of these ethically oriented leadership approaches, there has been an
accompanying concern as to whether they are conceptually distinct from transformational
leadership (e.g., Avolio & Gardner, 2005). Adding further concern to the issues of distinct-
ness, extant research has provided some empirical evidence of significant associations
between transformational leadership and ethical (cf. Ng & Feldman, 2015), authentic (cf.
Riggio, Zhu, Reina, & Maroosis, 2010), and servant leadership (cf. van Dierendonck, Stam,
Boersma, de Windt, & Alkema, 2014).
Some attention has been given in primary studies to examining the predictive validity of
these emerging forms of leadership above transformational leadership on a few correlates
(Brown, Treviño, & Harrison, 2005; Liden, Wayne, Zhao, & Henderson, 2008). To date, how-
ever, their incremental validity in relation to transformational leadership in explaining key
outcomes is unknown. This is not to say, however, that no one has started the evaluation pro-
cess. More specifically, two meta-analyses have been recently conducted on ethical leadership
(Bedi, Alpaslan, & Green, in press; Ng & Feldman, 2015), but none have been conducted on
authentic or servant leadership. Ng and Feldman (2015) did a narrow analysis of the predictive
validity of ethical leadership, in the presence of transformational leadership, on task perfor-
mance and organizational citizenship behaviors (OCBs) and found some support.
Consequently, questions exist whether these “new additions” make unique contributions to
explaining key measures beyond those provided by transformational leadership (cf. Haynes &
Lench, 2003). Therefore, this study’s objective is to evaluate the incremental validity of the
three ethical/moral forms of leadership to determine whether they add to the prediction of
criteria above those explained by transformational leadership alone. Testing the incremental
validity of each emerging leadership approach is important to inform the optimal array of
leadership forms and evaluate potential construct redundancy. Furthermore, the study repre-
sents a response to calls to evaluate incremental validity on related constructs, which has been
a neglected focus “in most areas of applied psychology” (Hunsley & Meyer, 2003: 446).
To effectively accomplish the above goals, we present three distinct yet related sets of
analyses. First, we conduct a separate broad-based, comprehensive meta-analysis for each of
the three emerging leadership forms to determine their associations with organizationally
relevant variables. Consequently, this study is the first to provide comprehensive meta-anal-
yses on authentic and servant leadership. For ethical leadership, we expand upon the prior
meta-analyses by including a larger number of independent studies and correlates. Together,
we are able to meta-analyze 20, 15, and 11 correlates for ethical, authentic, and servant lead-
ership, respectively.
Once these three comprehensive meta-analyses of the emerging leadership forms are pre-
sented, we select nine correlates shared across the analyses and investigate the relative

4 Journal of Management / Month XXXX
weights (cf. Tonidandel & LeBreton, 2011) of the relationships between the new leadership
forms and the correlates versus transformational leadership and the correlates. The relative
weights approach takes a different quantitative and philosophical perspective than the incre-
mental validity tests, which will also be conducted. Rather than putting the burden of proof
on the new leadership forms to explain incremental variance, the relative weights analyses
partition the variance explained to determine the relative variance explained by each of the
new forms versus that explained by transformational leadership.
Next, we use hierarchical regression results to test the incremental validity provided by
each of the three emerging leadership forms as compared to transformational leadership. The
transformational leadership associations are based on a fourth meta-analysis we conduct on
transformational leadership that includes the nine shared correlates from the ethical/moral
values–based leadership forms’ analyses.
The above analyses allow the current research to accomplish four major objectives. First,
we provide comprehensive summaries of the ethical/moral values–based leadership forms
and their relationships with an array of relevant measures. Second, we present the largest
meta-analysis of transformational leadership done to date. Third, we present the relative vari-
ance in organizationally relevant outcomes explained by the different leadership forms.
Fourth, we assess whether these emerging forms of leadership are redundant and to what
degree they explain incremental variance beyond that already explained by transformational
leadership.
Theoretical Background and Expectations
Transformational Leadership
Beginning in the late 1970s, leadership research experienced a paradigm shift away from
traditional or classical leadership approaches to what has been labeled positive forms of
leadership (cf. Avolio & Gardner, 2005). Burns (1978) introduced transformational leader-
ship to describe the ideal situation between political leaders and their followers. Burns speci-
fied transformational leadership as an ongoing process, whereby “leaders and followers raise
one another to higher levels of morality and motivation beyond self-interest to serve collec-
tive interests” (20). He contrasted transformational and transactional leadership (which is
based upon contingent reinforcement and is focused on short-term goals, self-interest, and
the exchange relationship). This positive leadership theory highlighted leaders’ ability to
influence positive follower outcomes through identifying and addressing followers’ needs
and transforming them by inspiring trust, instilling pride, communicating vision, and moti-
vating followers to perform at higher levels (cf. Turner, Barling, & Zacharatos, 2002).3
Bass (1985) developed and expanded Burn’s (1978) political concept of transformational
leadership and applied it to organizational contexts. Bass defined the process of transforma-
tional leadership in terms of a leader’s ability “to achieve follower performance beyond
ordinary limits” (xiii). In contrast to Burns, Bass’s initial conceptualization and application
of transformational leadership to organizations did not specify an ethical or moral dimension
but highlighted the importance of such later (cf. Bass & Riggio, 2006). According to Bass,
transformational leaders transform their followers to perform beyond expectations by engag-
ing in “the four Is” of behavior: idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration.

Hoch et al. / Emerging Forms of Leadership 5
During the past three decades, a majority of organizational leadership research has been
based on transformational leadership (cf. Judge & Piccolo, 2004). Numerous empirical studies
have supported a relationship between transformational leadership and leader effectiveness in
terms of follower attitudinal outcomes; organizational climate; OCBs; individual, group, and
organizational performance; job satisfaction; supervisor satisfaction; engagement; and reduced
turnover (e.g., Bass, Avolio, Jung, & Berson, 2003; Eagly, Johannesen-Schmidt, & Van Engen,
2003; Judge & Piccolo, 2004; Wang, Oh, Courtright, & Colbert, 2011).
The delineation of authentic and pseudo transformational leadership by Bass and
Steidlmeier (1999) was based on a recognition that leaders could potentially engage in “inau-
thentic” transformational leadership (cf. Conger & Kanungo, 1988). Bass and Steidlmeier
stated: “Each component of either transaction or transformational leadership has an ethical
dimension. It is the behavior of leaders—including their moral character, values and pro-
grams—that is authentic to less authentic rather than authentic or inauthentic” (184).
Authenticity refers to being true and acting consistently with one’s own self and values and
being transparent regarding those values. Authentic leaders are aware of their beliefs and
values, and they are genuine, reliable, moral, other focused, and devoted to developing fol-
lowers and creating a positive and engaging organizational context (Ilies, Morgeson, &
Nahrgang, 2005).
Authentic Leadership
Luthans and Avolio (2003) proposed authentic leadership as a specific leadership form. It
was further developed by Gardner, Avolio, Luthans, May, and Walumbwa (2005) and Avolio
and Luthans (2006) following major corporate scandals. Authentic leaders are described as
high on moral character and those who are “deeply aware of how they think and behave and
are perceived by others as being aware of their own and others’ values/moral perspectives,
knowledge, and strengths” (Avolio, Gardner, Walumbwa, Luthans, & May, 2004: 802).
Authentic leadership is viewed as a root concept or precursor to all other forms of positive
leadership including transformational, ethical, and servant leadership (Avolio & Gardner,
2005). Thus, the degree of authenticity represents an underlying determinant or wellspring
defining positive leadership. For example, with respect to transformational leadership, it
answers the question: Is the leader’s leadership genuine and beneficial to followers and orga-
nizations, or is it abusive and unethical?
Although a number of definitions of authentic leadership have been proposed, Avolio and
Gardner (2005) identified the following dimensions of authentic leadership: positive moral
perspective, self-awareness, balanced processing, relational transparency, positive psycho-
logical capital, and authentic behavior. In addition, authentic leadership has a strong devel-
opmental focus in terms of both moral development of the leader and development of
authenticity in followers (Avolio & Gardner, 2005). The positive moral perspective dimen-
sion highlights that authentic leadership requires a leader’s actions to be based on internal-
ized positive virtues and high moral character. Regarding self-awareness, authentic leaders
are cognizant of their strengths, knowledge, beliefs, and values and act on these openly and
candidly (Avolio et al., 2004). Balanced processing reflects an inclination to objectively con-
sider and weigh multiple perspectives and listen to others when processing information and
before making decisions. Relational transparency describes the open and transparent manner
with which authentic leaders share information about themselves to followers, including

6 Journal of Management / Month XXXX
their personal values, weaknesses, and limitations (Ilies et al., 2005). Also, authentic leaders
possess positive psychological capital in that they are confident, optimistic, hopeful, and
resilient (Luthans & Avolio, 2009). Furthermore, authentic leaders display “actions that are
guided by the leaders’ true self as reflected by core values, beliefs, thoughts and feelings, as
opposed to environmental contingencies or pressures from others” (Gardner et al., 2005: 347).
In comparing authentic and transformational leadership, Avolio et al. (2004) described
authentic leadership as adding ethical leadership qualities to positive leadership forms. Thus,
leaders may be authentic but not transformational and simply display ethical characteristics
of authentic leadership. As a result, genuine transformational leaders must be authentic
(Avolio & Gardner, 2005). Although the ethical aspects of authentic leadership are additions
to components of transformational leadership identified by Bass (1985, 1998), in light of the
positive capital attributes, there appears to be significant conceptual overlap between authen-
tic and transformational leadership.
Ethical Leadership
Brown et al. defined ethical leadership as “the demonstration of normatively appropriate
conduct through personal actions and interpersonal relationships, and the promotion of such
conduct to followers through two-way communication, reinforcement, and decision-mak-
ing” (2005: 120). They identified how ethical leadership differs from other positive leader-
ship forms. First, ethical leadership focuses on the ethical dimension of leadership rather than
including ethics as an ancillary dimension (Mayer, Kuenzi, Greenbaum, Bardes, & Salvador,
2009). Second, Brown et al. (2005) described ethical leadership as including trait (i.e., the
moral person) and behavior (i.e., the moral manager) dimensions. They argued that ethical
leadership can be reflected by leader traits, such as integrity, social responsibility, fairness, and
the willingness to think through the consequences of one’s actions. However, ethical leadership
is also reflected by specific behaviors, whereby the leader promotes workplace ethicality.
Ethical leaders seek to do the right thing and conduct their lives and leadership roles in an
ethical manner (Brown & Treviño, 2006). Ethical leadership draws on social learning theory
(Bandura, 1986) and posits that ethical leaders influence followers to engage in ethical
behaviors through behavioral modeling and transactional leadership behaviors (e.g., reward-
ing, communicating, and punishing). The recent focus on ethical leadership has been based
on the belief that ethics represent a critical component in effective leadership and leaders are
responsible for promoting ethical climates and behavior (Brown & Treviño, 2006). In com-
paring ethical leadership and transformational leadership, the empirical findings generally
suggest a strong relationship (cf. Brown & Treviño, 2006; Mayer, Aquino, Greenbaum, &
Kuenzi, 2012) with the exception of a study by Brown et al. (2005) that reported a relatively
weak association between ethical leadership and idealized influence (r = .20, p < .01).
Servant Leadership
Robert Greenleaf (1970, 1977) developed the philosophy of servant leadership that
focuses on putting the needs of followers and stakeholders first. Greenleaf stated: “The ser-
vant-leader is servant first. It begins with the natural feeling that one wants to serve. Then
conscious choice brings one to aspire to lead” (1970: 13). Keith (2008) described servant

Hoch et al. / Emerging Forms of Leadership 7
leadership as ethical, practical, and meaningful. On the basis of Greenleaf’s writings, Spears
(2010) identified 10 characteristics of servant leaders, including listening, empathy, healing,
awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth
of others, and building community. Servant leadership posits that by first facilitating the
development and well-being of followers, long-term organizational goals will be achieved.
According to Bass, servant leadership has numerous parallels with transformational lead-
ership, including “needing vision, influence, credibility, trust and service but it goes beyond
transformational leadership in selecting the needs of others as its highest priority” (2000: 33).
Furthermore, Bass stated that the two leadership forms are most similar with respect to the
transformational leadership facets of inspirational motivation and individualized consider-
ation. Stone, Russell, and Patterson (2003) noted that the major difference between transfor-
mational leadership and servant leadership is the leader’s primary focus. Servant leaders’
principal focus is on their followers; transformational leaders primarily focus on organiza-
tional objectives and inspiring follower commitment toward those objectives. Overall, it
appears that there are certainly conceptual similarities and differences between servant and
transformational leadership, but whether the conceptual overlap is associated with significant
empirical overlap is explored in the current research.
Expectations for the Emerging Leadership Forms
Not surprisingly, the research focus to date of the emerging leadership forms has been on
their individual consequences, not on their incremental contributions when compared to
transformational leadership. Therefore, we examine a number of organizationally relevant
measures in our comparison of authentic leadership, ethical leadership, and servant leader-
ship with transformational leadership by using meta-analytic techniques. Specifically, the
extant research allowed us to include the behavioral outcomes of job performance, OCBs,
and deviance; attitudinal outcomes of employee engagement, job satisfaction, affective com-
mitment, and organizational commitment; and relational perception measures of trust and
leader-member exchange (LMX). While not proposing formal hypotheses for the variance
explained by each new leadership form with each outcome, we present expectations as
follows.
Behavioral outcomes. A central emphasis of transformational leadership is fostering fol-
lower identification with organizational goals and influencing followers to engage in in-role
performance that exceeds expectations (Bass, 1985). Empirical investigation of transforma-
tional leadership has provided strong support for positive associations between transforma-
tional leadership and individual performance. For example, in their meta-analyses, Wang
et al. (2011) and Fuller, Patterson, Hester, and Stringer (1996) found overall effect sizes (ρs)
between transformational leadership and job performance of .25 and .45, respectively.
In contrast to transformational leadership, authentic, ethical, and servant leadership do not
have as strong an emphasis on affecting follower in-role performance. Rather, the focus of
these emerging leadership forms, as a group, appears to be directed more to ethical behav-
ioral role modeling by leaders, social learning, moral development of followers, and promo-
tion of socially and normatively appropriate, as well as extrarole, behavior (Avolio &
Luthans, 2006; Brown et al., 2005; Gardner et al., 2005; Hu & Liden, 2013). Consequently,

8 Journal of Management / Month XXXX
we do not expect significant incremental variance in explaining job performance from these
emerging forms.
With respect to OCBs, the meta-analysis of Wang et al. (2011) reported an association
between transformational leadership and this outcome (ρ = .30). Nevertheless, we expect the
emerging leadership forms will contribute significant incremental variance in explaining
both employee OCBs and reducing employee deviance above transformational leadership as
a result of their focus on the promotion of extrarole and normatively appropriate behaviors.
Attitudinal outcomes. Attitudinal outcomes include employee engagement, job satisfac-
tion, affective commitment, and organizational commitment. Employee engagement has
been defined as a “positive, fulfilling, work-related state of mind that is characterized by
vigor, dedication, and absorption to one’s work” (Schaufeli, Salanova, González-Romá, &
Bakker, 2002: 74). A general assumption is that transformational leaders are motivational,
charismatic, engaged, and visionary and influence followers to experience identification with
organizational goals. Transformational leaders also have been described as leading followers
to view their work as more important and self-congruent (Shamir, House, & Arthur, 1993).
Bono and Judge (2003) noted that transformational leaders influence followers through value
internalization and work engagement. In addition, Judge and Piccolo’s (2004) meta-analysis
demonstrated that follower engagement (ρ = .53) and follower job satisfaction (ρ = .58) were
strongly associated with transformational leadership.
Researchers have found engagement and job satisfaction to be positively associated with
authentic leadership (Neider & Schriesheim, 2011; Wong, Laschinger, & Cummings, 2010),
ethical leadership (Den Hartog & Belschak, 2012; Neubert, Carlson, Kacmar, Roberts, &
Chonko, 2009), and servant leadership (Chan & Mak, 2014; E. M. Hunter, Neubert, Perry,
Witt, Penney, & Weinberger, 2013). This may occur through authentic leadership’s personal
identification with followers, ethical leadership’s emphasis on fair treatment of followers,
and servant leadership’s focus on serving followers, thus promoting identification with the
leader that could contribute to employee work engagement and engender positive attitudes,
such as job satisfaction. In spite of these associations, because of the centrality of these out-
comes to transformational leadership, we do not expect the new forms of leadership to add
significant incremental validity above transformational leadership for engagement and job
satisfaction for both the theoretical and empirical reasons provided above.
Although the literature does not directly support a significant incremental effect upon the
previous discussed attitudinal measures, a different picture emerges for employee commit-
ment. Organizational commitment has been defined as “the relative strength of an individu-
al’s identification with and involvement in a particular organization” (Mowday & Steers,
1979: 226), and affective commitment refers to employees’ emotional bonds to their organi-
zations (Meyer & Allen, 1984). Researchers have found associations between transforma-
tional leadership and both organizational commitment (ρ = .43; DeGroot, Kiker, & Cross,
2000) and affective commitment (r = .33; Liao & Chuang, 2007). In spite of the positive
associations with transformational leadership, we expect that the three emerging leadership
forms will contribute incremental variance in explaining affective commitment and organi-
zational commitment. This expectation is based on empirical research supporting direct
effects of these three leadership forms on follower work attitudes, including organizational
commitment (cf. Leroy, Palanski, & Simons, 2012; Liden et al., 2008; Ng & Feldman, 2015),

Hoch et al. / Emerging Forms of Leadership 9
and the expectation that leaders who engage in these ethical forms of leadership will signifi-
cantly affect followers’ emotional attachments and connections to the organization. This is
consistent with authentic leadership’s emphasis on the positive moral perspective and fol-
lower development; ethical leadership’s emphasis upon the moral manager; individualized
consideration, fairness, and leader honesty; and servant leadership’s emphasis on the leader’s
serving followers.
Relational perceptions. The relational perceptions that allowed for analysis include trust
in supervisor and LMX. Dirks and Ferrin’s (2002) meta-analysis demonstrated that transfor-
mational leadership is strongly associated with trust (ρ = .72). Similarly, the meta-analysis
of Dulebohn, Bommer, Liden, Brouer, and Ferris (2012) found transformational leadership
to be strongly associated with LMX (ρ = .73). Even though scholars have described the
emerging leadership forms as resulting in followers’ perceiving themselves to be in social
exchange relationships, which represents a central premise for LMX and trust (Avolio &
Gardner, 2005; Barbuto & Wheeler, 2006; Brown & Treviño, 2006), transformational leader-
ship’s strong association with both trust and LMX make it empirically unlikely that the new
leadership forms will explain much incremental variance. Thus, while the emerging forms of
leadership are described as creating social exchanges between leaders and followers, trans-
formational leadership creates the same social exchange.
Data and Method
Literature Search and Criteria for Inclusion
We conducted a systematic computer-based search of the literature associated with the
leadership forms included in this research (i.e., authentic leadership, ethical leadership, ser-
vant leadership, and transformational leadership) by using several methods, including
searches of the ABI-Inform, Dissertation Abstracts, PsycINFO, ISI Web of Knowledge, and
Google Scholar databases for dissertations and articles that included the leadership behaviors
of interest. To be as inclusive as possible, we conducted a broad search using each of the
forms as keywords. For authentic leadership, we included search terms such as authentic
leadership, authentic leader, authenticity, and authentic behavior; for ethical leadership, we
included ethical leadership, ethical leader, ethical integrity, ethical identity, ethical man-
ager, moral manager, ethical climate, and ethical context. For servant leadership, we
included servant leadership, servant leader, servant organization, and servant behavior. For
transformational leadership, we used terms such as transformational leadership, charismatic
leadership, and charisma. Additionally, we conducted a manual search for “in press” articles
in leading management journals and contacted authors who are active in the area. Data col-
lection included studies up to November 2015.
Inclusion Criteria
We used several decision rules regarding which studies would be included in the analyses.
First, studies had to be empirical and use working employees as the sample. Thus, we omitted
the few lab studies that used nonworking student samples and did not include work-related

10 Journal of Management / Month XXXX
outcomes (two each for authentic and ethical leadership and five for transformational leader-
ship). Second, studies needed to report sample sizes along with correlations or statistical
results adequate to compute a correlation coefficient or effect size between the leadership
form and one or more correlates of interest. Third, we excluded studies that examined leader-
ship relationships only at the group level of analysis. In addition, studies had to be written in
English to be included in our analysis. Finally, we included only those studies that contrib-
uted one or more relationships to the analyses. This last criteria is important as it is possible
that a study met the four criteria described but did not contain one or more of the effects of
interest. This could happen if the study in question used a novel measure that other research-
ers have not used, which made it unsuitable for inclusion in a meta-analysis.
Coding and Sample Characteristics
Each study was reviewed and independently coded by two authors for the sample charac-
teristics and the source of the variables (i.e., leader or follower reported). The average inter-
coder percentage of agreement across the study variables was 95%. In situations where there
were discrepancies among the raters, discussion between the two raters was used to reach a
consensus, following the approach used by Podsakoff, Bommer, Podsakoff, and MacKenzie
(2006). The sample size of each study was recorded as the number of observations used to
compute the correlation coefficients included in the study. Table 1 presents the study charac-
teristics for the four leadership forms. Please see the online appendix in the supplemental
material for a reference list of all studies included in the four meta-analyses.
Meta-Analytic Procedures
J. E. Hunter and Schmidt’s (1990) random effects meta-analytic procedures were used via
the Mark XIII meta-analysis program and were cross-checked using the Hunter and Schmidt
formulae. The weighted mean correlations and their variances were corrected for measure-
ment and sampling error, and we did not attempt to correct for range restriction. Also, for those
studies in which there were multiple indicators of a focal construct, we used the average of the
correlations. For example, in studies reporting the four dimensions of authentic leadership but
not an overall measure, we averaged the correlations across the four dimensions.
Table 1
Study Characteristics for the Four Leadership Forms
Leadership Form
Average Year
of Publication
Total
Studies
Total
Samples
Non-U.S.
Samples
Unpublished
Studies
Unpublished
Samples
Same-Source Same-
Time Samples
Authentic
leadership
2011 41 45 19 (42%) 17 (41%) 20 (44%) 29 (64%)
Ethical
leadership
2011 96 124 58 (47%) 18 (19%) 31 (25%) 43 (35%)
Servant
leadership
2011 41 49 20 (49%) 7 (17%) 11 (22%) 28 (65%)
Transformational
leadership
2006 155 179 80 (45%) 37 (24%) 37 (24%) 88 (49%)

Hoch et al. / Emerging Forms of Leadership 11
Results
To accomplish our research goals, we used a four-stage process. First, we performed
exhaustive meta-analyses of authentic leadership, ethical leadership, and servant leadership.
To do this, we examined the extant empirical research that included any of these leadership
forms. Consequently, this first step included meta-analyses of relationships unique to specific
leadership forms, and some of these relationships, as unique, were not included in the incre-
mental variance analysis. Similar to other researchers (e.g., Cole, Walter, Bedeian, &
O’Boyle, 2012; LePine, Erez, & Johnson, 2002), we decided a priori that we would include
a correlate in the meta-analysis for each leadership form if the correlate was included in four
or more samples.
In the second step, we conducted a fourth series of meta-analyses related to transforma-
tional leadership. Surprisingly, while there have been numerous meta-analyses on transfor-
mational leadership, some of the primary correlates that have been examined by the new
leadership forms have not been included in a previous transformational leadership meta-
analysis. As a result, we conducted what we believe to be the largest analysis of transforma-
tional leadership research to date.
The third set of analyses included relative weights analyses to understand the relative
associations that each leadership form had with the correlates. To do this, we conducted a
series of regressions using structural equation modeling to determine the variance jointly
explained by transformational leadership and one of the new leadership forms. Thus, a model
including transformational leadership as well as one of the new forms was estimated using
the same criterion measure (e.g., the variance explained in job satisfaction by transforma-
tional and authentic leadership). This model used the harmonic mean (Viswesvaran & Ones,
1995) for the sample size. The relative weights analyses are useful to better understand the
relative relationships of the new leadership form and transformational leadership across a
series of relevant criterion measures.
The fourth step was to conduct a series of hierarchical regressions using structural equa-
tion modeling to determine the variance explained in the criterion by transformational leader-
ship and then to assess the incremental variance explained by each of the other positive
leadership forms (i.e., authentic leadership, ethical leadership, and servant leadership). To
perform these analyses, we analyzed a series of models where a series of relationships were
estimated. First, the variance explained in the criterion measure by transformational leader-
ship was estimated (e.g., the variance explained in job satisfaction by transformational lead-
ership). Next, a model including transformational leadership as well as one of the new forms
was estimated using the same criterion measure (e.g., the variance explained in job satisfac-
tion by transformational and authentic leadership). This second model used the harmonic
mean for the sample size. The incremental variance was then assessed by the change in vari-
ance explained between these two, sequential, steps.
Meta-Analytic Results
Before addressing the three groups of outcomes as they related to our expectations from
the extant literature, the overall meta-analytic results presented in Tables 2, 3, and 4 will be
summarized. After the general discussions of these results, the results of incremental vari-
ance tests will be presented and discussed.

12 Journal of Management / Month XXXX
A few general patterns for authentic leadership emerge from Table 2. First, in every case,
a combination of the Q test and an examination of the credibility intervals suggest that sig-
nificant heterogeneity, or variation between the studies, exists in the relationships. Second,
even though 17 relationships met the threshold of 4 samples or higher, in no case were more
than 10 effect sizes available for analysis. Given that there were 45 samples total for authen-
tic leadership, this suggested that there was very little consensus in what has been studied
along with authentic leadership. The average number of samples per relationship was under
6 (i.e., 5.9), and the average sample size was 1,356. Overall, the combination of a relatively
large number of dissertations or theses (44% of the samples), high heterogeneity, and the low
number of samples per relationship suggests the authentic leadership results should be inter-
preted with caution.
A summary of Table 3, and the results associated with ethical leadership, suggests a larger
extant literature than what existed for authentic leadership. An analysis of the 124 samples
found that 20 relationships had the required 4 or more effect sizes. Of the relationships exam-
ined, the average number of effect sizes (k) was 15.2 and the average sample size (N) was
3,632. Both of these were between two and three times the comparable values for authentic
leadership.
Table 2
Meta-Analysis Results for Authentic Leadership
Variable k N R ρ SD ρ Q
80% CV 95% CI
NFSLower Upper Lower Upper
Behavioral measures
Job performance 8 2,101 .11 .12 .09 23.30** .00 .24 .04 .20 95
Overall OCB 8 1,256 .29 .33 .19 51.21*** .09 .57 .19 .47 281
Employee deviance 4 1,175 −.22 −.25 .08 10.10* −.34 −.15 −.35 −.14 103
Employee voice 4 1,019 .28 .30 .12 18.99*** .15 .45 .17 .43 126
Attitudinal measures
Engagement 6 1,182 .43 .47 .18 50.56*** .24 .69 .30 .62 319
Job satisfaction 9 2,129 .44 .48 .09 32.40*** .36 .60 .42 .55 492
Organizational commitment 5 797 .43 .48 .12 18.33** .33 .64 .36 .61 274
Affective commitment 5 1,182 .48 .53 .17 48.08*** .31 .74 .37 .68 312
Empowerment 4 1,117 .47 .52 .09 16.40*** .41 .64 .42 .62 244
Psychological capital 7 2,236 .48 .53 .07 25.40*** .44 .62 .46 .60 437
Moral identity 4 578 .40 .45 .17 24.42*** .23 .67 .29 .63 202
Relational perceptions
Trust in manager 6 929 .64 .69 .18 81.14*** .46 .92 .54 .84 567
Leader-member exchange 4 1,468 .62 .67 .17 66.51*** .45 .89 .47 .85 361
Correlates
Transactional leadership 4 770 .37 .40 .45 246.84*** −.17 .98 .03 .86 175
Transformational leadership 10 2,397 .67 .75 .26 494.78*** .42 .99 .58 .92 1,134
Note: CV = credibility interval; CI = confidence interval; OCB = organizational citizenship behavior.
*p < .05.
**p < .01.
***p < .001.

Hoch et al. / Emerging Forms of Leadership 13
In terms of general comments, a high degree of heterogeneity existed in the ethical leader-
ship results, with 19 of 20 cases (95%) suggesting significant residual variance among the
effects. Compared to the authentic leadership literature, the ethical leadership literature has
focused on more detailed aspects of common constructs (e.g., subdimensions of commit-
ment, satisfaction, and citizenship). Overall, the larger number of samples and the higher
average sample sizes provide more confidence in the findings associated with ethical leader-
ship than for authentic leadership’s extant literature.
The summary of servant leadership is presented in Table 4. An overall analysis of the 49
samples finds relatively few relationships that have been looked at consistently. In fact, we
were able to identify only 11 relationships with four or more effect sizes. Of these 11 rela-
tionships, 9 showed significant heterogeneity. The low number of samples (i.e., average of
6.4) coupled with the relatively low associated average sample sizes (1,637) further
Table 3
Meta-Analysis Results for Ethical Leadership
Variable k N R ρ SDρ Q
80% CV 95% CI
NFSLower Upper Lower Upper
Behavioral measures
Job performance 22 4,904 .22 .25 .06 35.47* .18 .33 .21 .29 575
Overall OCB 22 5,049 .25 .29 .08 50.90*** .19 .40 .25 .34 672
OCB–I 28 5,396 .24 .28 .10 75.42*** .15 .41 .23 .33 817
OCB–O 16 4,362 .30 .36 .15 100.21*** .17 .56 .28 .44 620
Employee deviance 26 10,889 −.39 −.45 .21 435.53*** −.72 −.18 −.53 −.38 1,273
Turnover intentions 7 2,942 −.34 −.37 .11 44.90*** −.51 −.24 −.46 −.29 276
Dedication (extra effort) 7 2,201 .30 .33 .15 69.66*** .13 .52 .21 .45 236
Attitudinal measures
Engagement 6 1,335 .35 .39 .10 19.90*** .26 .51 .29 .48 244
Job satisfaction 17 4,578 .45 .50 .11 95.88*** .36 .65 .44 .56 972
Satisfaction with supervisor 10 2,228 .48 .54 .14 74.11*** .36 .71 .44 .63 623
Organizational commitment 14 3,835 .39 .44 .13 89.80*** .27 .60 .36 .51 663
Affective commitment 24 4,873 .42 .48 .15 170.24*** .29 .67 .41 .55 1,289
Continuance commitment 6 858 .05 .08 .13 15.08* −.09 .24 −.07 .20 39
Normative commitment 5 768 .47 .52 .02 0.57 .52 .52 .50 .53 299
Distributive justice 6 799 .50 .59 .15 28.52*** .43 .76 .45 .73 437
Ethical climate 19 3,535 .43 .49 .20 186.27*** .24 .74 .39 .58 1,053
Relational perceptions
Trust in manager 18 4,105 .58 .66 .27 527.79*** .32 1.00 .54 .79 1,576
Leader-member exchange 18 4,052 .65 .71 .20 352.87*** .45 .96 .63 .81 1,786
Correlates
Transactional leadership 13 2,232 .61 .69 .19 180.13*** .44 .93 .57 .79 1,208
Transformational leadership 20 3,717 .63 .70 .17 302.30*** .48 .93 .62 .79 1,964
Note: CV = credibility interval; CI = confidence interval; OCB = organizational citizenship behavior; OCB–I =
OCB directed toward the individual; OCB–O = OCB directed toward the organization.
*p < .05.
**p < .01.
***p < .001.

14 Journal of Management / Month XXXX
suggests that the extant empirical research associated with servant leadership is somewhat
sparse and the research that has been conducted has not had a consistent focus. Overall, the
findings associated with servant leadership can be interpreted with a little more confidence
than authentic leadership but significantly less confidence than the results associated with
ethical leadership.
Nine different criterion variables (in our criterion categories of behavioral, attitudinal, and
relational perception measures) were included across at least two of the three emerging lead-
ership forms. Table 5 presents a comparison of the measures included in prior transforma-
tional meta-analyses as well as those nine measures we compare with the three leadership
forms. Consequently, of the 11 variables presented in Table 5, deviance, engagement, affec-
tive commitment, and extra effort are all unique to the current meta-analyses.
A comparison of the scope of the current transformational leadership analysis to the scope
of previous meta-analyses is also worth mentioning. For example, Judge and Piccolo (2004)
included six leadership criteria measures and averaged 23 samples and a sample size of about
4,690. Furthermore, in the summary of meta-analyses in this area, Wang et al. (2011) showed
results across 25 different meta-analytically derived relationships including transformational
leadership, suggesting that most meta-analyses have included relatively few outcomes, that
the average number of studies has been approximately 20, and that the average sample size has
been 4,500. Our current analysis averages 70% more samples and more than twice as large of
sample sizes as the typical meta-analysis examining transformational leadership.
Table 4
Meta-Analysis Results for Servant Leadership
Variable k N R ρ SDρ Q
80% CV 95% CI
NFSLower Upper Lower Upper
Behavioral measures
Job performance 8 2,077 .20 .23 .08 19.12** .12 .34 .15 .31 189
Overall OCB 6 2,404 .33 .40 .12 35.04*** .25 .55 .28 .51 262
OCB–I 5 1,674 .33 .35 .17 59.76*** .13 .57 .19 .51 182
OCB–O 4 765 .37 .44 .03 4.61 .41 .48 .36 .51 193
Attitudinal measures
Engagement 4 959 .47 .52 .00 1.99 .52 .52 .47 .58 241
Job satisfaction 11 2,671 .60 .66 .11 67.00*** .52 .80 .59 .73 957
Organizational commitment 11 2,424 .49 .55 .35 379.33*** .09 .99 .33 .76 706
Affective commitment 5 1,436 .35 .41 .27 124.38*** .07 .75 .18 .65 225
Relational perceptions
Trust in manager 7 1,886 .63 .71 .12 70.07*** .55 .86 .58 .82 426
Leader-member exchange 4 938 .59 .65 .16 47.80*** .45 .85 .48 .83 342
Correlate
Transformational leadership 5 774 .47 .52 .08 11.97* .41 .63 .45 .60 304
Note: CV = credibility interval; CI = confidence interval; OCB = organizational citizenship behavior; OCB–I =
OCB directed toward the individual; OCB–O = OCB directed toward the organization.
*p < .05.
**p < .01.
***p < .001.

Hoch et al. / Emerging Forms of Leadership 15
Table 5
Current and Prior Meta-Analyses Results for Transformational Leadership
Outcomes
N k r ρ SD
95% CI
Outcome Measure Lower Upper
Job performance
Current study 18,129 74 .25 .27 .15 .24 .31
DeGroot, Kiker, & Cross, 2000 715 4 .19 .21 .11 .03 .38
Wang, Oh, Courtright, & Colbert, 2011 16,809 62 .22 .25 .11 .21 .28
Fuller, Patterson, Hester, & Stringer, 1996 4,611 27 .39 .45 .18 .37 .52
Overall OCB
Current study 18,617 63 .44 .52 .35 .43 .61
Wang et al., 2011 7,970 28 .26 .30 .09 .26 .34
Deviance
Current study 2,300 10 −.21 −.23 .13 −.32 −.15
Engagement
Current study 5,300 14 .44 .48 .27 .35 .63
Job satisfaction
Current study 20,344 55 .37 .42 .20 .37 .47
DeGroot et al., 2000 3,832 14 .70 .77 .19 .36 1.17
Dumdum, Lowe, & Avolio, 2002 2,175 6 .27 .30 NA NA NA
Judge & Piccolo, 2004 5,279 18 NA .58 NA NA NA
Organizational commitment
Current study 12,583 43 .39 .43 .20 .37 .50
DeGroot et al., 2000 2,040 3 .39 .43 .10 .24 .63
Affective commitment
Current study 11,835 30 .36 .42 .16 .36 .48
Trust in manager
Current study 7,048 23 .56 .65 .17 .56 .72
Dirks & Ferrin, 2002 5,657 13 .72 .79 NA NA NA
Leader-member exchange
Current study 4,591 20 .64 .71 .18 .63 .80
Dulebohn, Bommer, Liden, Brouer, & Ferris, 2012 5,451 20 .66 .73 .19 .64 .81
Satisfaction with supervisor
Current study 16,536 44 .68 .80 .20 .71 .89
Dumdum et al., 2002 2,457 9 .49 .57 NA NA NA
Judge & Piccolo, 2004 4,349 23 NA .71 NA NA NA
Fuller et al., 1996 2,680 12 .71 .80 NA .72 .88
Leader effectiveness
Current study 20,251 53 .69 .79 .16 .72 .85
DeGroot et al., 2000 5,577 23 .68 .74 .15 .29 .99
Dumdum et al., 2002 7,262 18 .43 .50 NA NA NA
Judge & Piccolo, 2004 5,415 27 NA .64 NA NA NA
Lowe, Kroeck, & Sivasubramaniam, 1996 6,485 47 .62 .71 NA .69 .74
Fuller et al., 1996 1,524 10 .68 .78 NA .67 .90
Extra effort
Current study 5,983 22 .71 .85 .17 .73 .98
Note: CI = confidence interval; OCB = organizational citizenship behavior.

16 Journal of Management / Month XXXX
The analysis of the 179 transformational leadership samples indicated that compared to
any of the three ethical/values-based leadership forms, the size of the extant research is sub-
stantial. For the results, the average number of samples was nearly 34 (i.e., 33.9) and the
associated average sample size was 10,313. Considering that we used only the nine variables
examined by the new forms of leadership as a guide for the variables included in the trans-
formational leadership analysis, the size of this meta-analyses is even more impressive. For
the full results associated with transformational leadership meta-analysis, please see Table 6.
Much like the emerging forms of positive leadership, the transformational leadership
results suggested significant heterogeneity in the extant literature. Every relationship tested
had significant variation when examined with either the Q results or the size of the credibility
interval.
Relative Weights Analysis Results
We conducted a series of relative weights analyses based upon the regression models
explained above. These analyses were conducted using the guidelines set forth by Tonidandel
and LeBreton (2011). The results of these analyses are shown in Table 7.
In Table 7, the regression results are not being interpreted “incrementally” (unlike the
incremental analyses to follow) but, rather, these results put each leadership form on an
equal footing and then assessed their relative contribution. Although there are certainly
some notable patterns across Table 7. Despite some exceptions (e.g., transformational lead-
ership played a dominant role when it came to explaining job performance but was less
Table 6
Meta-Analysis Results for Transformational Leadership
Variable k N R ρ SDρ Q
80% CV 95% CI
NFSLower Upper Lower Upper
Behavioral measures
Job performance 74 18,129 .25 .27 .15 464.10*** .08 .47 .24 .31 2,096
Overall OCB 36 10,768 .23 .28 .22 481.35*** .00 .56 .20 .35 1,036
Deviance 10 2,300 −.21 −.23 .13 42.09*** −.39 −.07 −.32 −.15 246
Attitudinal measures
Engagement 14 5,300 .44 .48 .27 436.82*** −.14 .82 .35 .63 773
Job satisfaction 55 20,344 .37 .42 .20 897.43*** .16 .67 .37 .47 2,517
Organizational
commitment
43 12,583 .39 .43 .20 605.34*** .18 .68 .37 .50 2,048
Affective commitment 30 11,835 .36 .42 .16 361.17*** .21 .62 .36 .48 1,369
Relational perceptions
Trust in manager 23 7,048 .56 .65 .17 371.98*** .43 .87 .56 .72 1,964
Leader-member
exchange
20 4,591 .64 .71 .18 358.61*** .48 .94 .63 .80 2,041
Note: CV = credibility interval; CI = confidence interval; OCB = organizational citizenship behavior.
*p < .05.
**p < .01.
***p < .001.

Hoch et al. / Emerging Forms of Leadership 17
related to OCB, overall organizational commitment, and trust than the new forms), the
newer leadership forms documented somewhat stronger associations with the criterion vari-
ables than transformational leadership. More specifically, servant leadership averaged a
relative weight of 58%, ethical leadership almost 55%, and authentic leadership over 54%.
So, in all cases, the new forms of leadership had higher average relative weights than did
transformational leadership.
Incremental Variance Results
Now that the results associated with the individual leadership approaches have been pre-
sented, the incremental variance can be directly assessed. As explained earlier, this was done
by creating a series of small models that included the relationships between transformational
leadership, a criterion variable, and one of the new leadership forms. This allowed us to
examine the incremental variance (if any) explained by the new form of leadership beyond
that explained by transformational leadership across a series of criterion measures. Consistent
with the recommendation of Viswesvaran and Ones (1995), the harmonic mean of the differ-
ent correlation populations was used for the sample size in each of these analyses.
The nine different criterion variables, which were included across at least two of the three
emerging leadership forms, were the behavioral outcomes of job performance, OCBs, and
deviance; the attitudinal outcomes of employee engagement, general job satisfaction, overall
organizational commitment, and affective commitment; and the relational perceptions of
trust and LMX.
The remaining step required us to utilize correlations between the three ethical/moral
values–based leadership forms and transformational leadership. Results of these analyses are
presented in Table 8 and the results represent a bit of a double-edged sword when it comes to
their ability to answer the central question of whether the new forms of leadership explain
Table 7
Relative Weights Analysis of Authentic, Ethical, and Servant Leadership Versus
Transformational Leadership
Criterion Variable AL TL EL TL SL TL
Behavioral measures
Job performance 16.93 83.07 43.52 56.48 38.08 61.92
Overall OCB 63.70 36.30 52.98 47.02 74.42 25.58
Employee deviance 57.20 42.80 84.52 15.48 — —
Attitudinal measures
Employee engagement 48.16 51.84 33.42 66.58 56.05 43.95
Job satisfaction 61.31 38.69 64.18 35.82 79.21 20.79
Organizational commitment 69.39 30.61 51.95 48.05 67.77 32.23
Affective commitment 68.52 31.48 61.05 38.95 48.17 51.83
Relational perceptions
Trust in supervisor 55.19 44.81 51.30 48.70 56.66 43.34
Leader-member exchange 50.00 50.00 50.00 50.00 43.34 56.66
Note: AL = authentic leadership; TL = transformational leadership; EL = ethical leadership; SL = servant leadership;
OCB = organizational citizenship behavior.

18
Table 8
Incremental Variance Explained by Authentic, Ethical, and Servant Leadership Over Transformational Leadership
Criterion Variable
R2 of
TL Only
(a)a
R2 of TL
and AL
Model (b)
N for
Model
(b)b (a–b)
% of Total
R2 Over TL
by AL
R2 of TL
and EL
Model (c)
N for
Model
(c)b (c –a)
% of Total
R2 Over TL
by EL
R2 of TL
and SL
Model (d)
N for
Model
(d)b (d –a)
% of Total
R2 Over TL
by SL
Behavioral measures
Job performance .07 .09 3,163 .02 22 .08 5,681 .01 13 .08 1,641 .01 13
Overall OCB .08 .11 2,297 .03 27 .10 5,358 .02 20 .17 1,666 .09 53
Employee deviance .05 .07 1,762 .02 29 .22 3,770 .17 77 — — —
Attitudinal measures
Employee engagement .23 .26 2,066 .03 12 .24 2,486 .01 4 .33 1,189 .10 30
Job satisfaction .18 .24 3,204 .06 25 .26 5,590 .08 31 .44 1,749 .26 59
Organizational commitment .18 .24 1,713 .06 25 .22 4,924 .04 18 .33 1,682 .15 45
Affective commitment .18 .28 2,226 .10 36 .24 2,857 .06 25 .23 1,447 .05 22
Relational perceptions
Trust in supervisor .42 .52 1,834 .10 19 .50 4,583 .08 16 .61 1,527 .19 31
Leader-member exchange .50 .55 2,279 .05 9 .59 4,089 .09 15 .61 1,164 .11 18
Note: TL = transformational leadership; AL = authentic leadership; EL = ethical leadership; SL = servant leadership; OCB = organizational citizenship behavior.
aSample sizes are the same as the N column in Table 6.
bValues are harmonic means.

Hoch et al. / Emerging Forms of Leadership 19
variance beyond transformational leadership. As a result of the large sample sizes in Table 8,
all of the incremental variance results are statistically significant.
An examination of the results associated with the behavioral measures suggests that con-
sistent with expectations, all three of the ethical/moral values–based leadership forms
explained very little incremental variance in job performance. More specifically, in no case
did the three emerging forms explain more than 2% incremental variance, above transforma-
tional leadership, in employee job performance.
Our expectations for OCBs and deviance were that the ethical/moral values–based leader-
ship forms would provide additional variance. However, the results were mixed. When it
came to OCBs, transformational leadership explained relatively little variance on its own
(8%) that made incremental contributions easier to achieve. The results showed that servant
leadership explained an additional 9% of variance in OCB but that neither of the other leader-
ship forms were particularly consequential. For deviance, ethical leadership contributed an
additional 17% of variance and represented 77% of the total variance explained by transfor-
mational leadership along with ethical leadership. In sum, servant leadership’s incremental
contribution to OCB and ethical leadership’s contribution to explaining employee deviance
were both substantial, but the other relationships did not support the expected role of the
emerging leadership forms.
When it came to the attitudinal measures, our literature review suggested that overall and
affective commitment would be more central to the new forms of leadership than engage-
ment and job satisfaction. The results, however, did not find much of a difference for the
attitudes assessed but did show some significant differences in terms of the leadership forms.
More specifically, servant leadership explained important incremental variance in employee
engagement and job satisfaction. Servant leadership also explained 15% of incremental vari-
ance beyond transformational leadership when it came to organizational commitment. Ethical
leadership was relatively important in providing incremental variance in job satisfaction but
less so in the other attitudinal measures. In a similar manner, authentic leadership explained
10% of incremental variance in affective commitment but was considerably less important
when it came to explaining incremental variance in overall commitment, job satisfaction, or
employee engagement. As a result, the expectations suggesting that the new forms of leader-
ship would be more highly associated with the forms of commitment than engagement and
job satisfaction were not supported as they were about equally useful in explaining each set
of employee outcomes.
The last category of variables examined was that of relational perceptions. On the basis of
the large amount of variance that transformational leadership shares with trust (Dirks &
Ferrin, 2002) and LMX (Dulebohn et al., 2012), we expected the new forms of positive lead-
ership to not explain incremental variance in either trust or LMX. The results for these two
measures, however, explained more incremental variance than was expected. More specifi-
cally, all three leadership forms (authentic, ethical, and servant) explained significant incre-
mental variance in trust in supervisor, and two of the forms (ethical and servant leadership)
added relatively high levels of incremental variance explaining variance in LMX.
Another way to assess the marginal contribution of the emerging leadership forms is to
calculate how much variance, on average, each form explained across the outcomes, as pre-
sented in Table 8. This analysis confirms that the three forms are certainly not equal in their
ability to explain additional variance. Specifically, authentic leadership averaged about 5.2%,

20 Journal of Management / Month XXXX
ethical leadership 6.2%, and servant leadership 12%. Clearly, servant leadership was much
better able to explain incremental variance in the outcomes than either authentic or ethical
leadership.
Discussion
The present research had multiple objectives. First, we sought to report the findings of
broad-based meta-analyses for three forms of positive leadership. Second, we wanted to
present a large-scale analysis of transformational leadership across a collection of important
employee measures. Third, we set out to present the relative relationships comparing trans-
formational leadership to the new leadership forms across a collection of organizationally
relevant measures. Fourth, and most importantly, using the results of these meta-analyses, we
set out to test the incremental variance explained across multiple organizationally relevant
measures by each of these newer leadership forms above that explained by transformational
leadership. This focus on the relative importance of authentic, ethical, and servant leadership
as predictors of follower behaviors, attitudes, and relational perceptions, beyond transforma-
tional leadership, provides a step toward integrating the research literature on these positive
leadership theories as well as investigating possible construct redundancy.
Scholars have pointed out that the organizational sciences are plagued by construct prolif-
eration and, consequently, construct redundancy (Le, Schmidt, Harter, & Lauver, 2010;
Morrow, 1983; Schwab, 1980). In describing this, Le et al. wrote that
new constructs similar to existing ones are frequently proposed (the “old wine in new bottles”
phenomenon). Many such constructs may lack discriminant validity relative to other constructs;
that is, they may be redundant with existing constructs and thus be examples of construct
proliferation. (112)
These authors further point out two criteria required for construct distinctiveness: concep-
tual as well as empirical nonredundancy. Conceptual nonredundancy “asks if sound theoreti-
cal justification is available to view two constructs as logically different conceptualizations”
(Singh, 1991: 256). Empirical nonredundancy is based on the constructs’ not being highly
correlated and not having the same pattern of relationships with other variables.
Although scholars have described the new leadership forms as being conceptually distinct
from transformational leadership, the correlations between transformational leadership and
the emerging forms of leadership suggest high associations, providing some evidence of
empirical redundancy. Specifically the corrected correlation coefficient between transforma-
tional leadership and authentic leadership (.75) was high, as was the correlation between
transformational leadership and ethical leadership (.70). The correlation between transforma-
tional and servant leadership, however, was substantively lower and would generally be clas-
sified as moderate (.52), pointing toward empirical distinctness. It should be pointed out that
the high correlations between both authentic and ethical leadership with transformational
leadership could lead to significant collinearity and suppression problems if these measures
are used in addition to transformational leadership in a primary study.
Regarding empirical redundancy, in terms of the constructs’ having the same pattern of
relationships with other variables, the broad-based meta-analyses contributed an interesting

Hoch et al. / Emerging Forms of Leadership 21
picture of the leadership forms. At a general level, the relationships across the nine common
measures were about the same for authentic leadership (ρ = .45) as they were for transforma-
tional leadership (ρ = .43). This finding was mimicked in the relative weight analyses con-
tained in Table 7 as well. A closer examination of Table 8, however, shows that authentic
leadership played a particularly important incremental role in the prediction of affective
commitment and trust. For the other seven measures, authentic leadership played a varying
role, contributing between 2% and 6% to the total variance explained in those measures.
Consequently, the analysis evinced construct redundancy, based on the correlation between
transformational leadership and authentic leadership (ρ = .75) as well as the overall similar
pattern of relationships with the majority of variables. Because of the redundancy, the results
suggest that authentic leadership scales should not be used to augment transformational lead-
ership in a consistent fashion. If, however, the research goal is to explain a particular out-
come (i.e., in this case, likely affective commitment or trust), from a practical perspective,
the inclusion of authentic leadership may be warranted. The use of both sets of measures,
however, would likely cause significant problems with discriminant validity due to the high
correlation between the authentic and transformational leadership scales.
The overall empirical results associated with ethical leadership provide a relatively simi-
lar story as that associated with authentic leadership. Much like authentic leadership, ethical
leadership had average relationships across the nine measures that were approximately
equal to those of transformational leadership (ρ = .46 for ethical leadership vs. ρ = .43 for
transformational leadership with similar results presented in Table 7 from the relative
weights analyses). Also similar to authentic leadership, the analysis did not support con-
struct nonredundancy, based on the correlation between transformational leadership and
ethical leadership (ρ = .70) as well as an overall similar pattern of relationships with the
other variables. It was primarily when deviance and job satisfaction were being explained
that ethical leadership played an important incremental role. Thus, the results do not support
using ethical leadership as a measure to augment transformational leadership unless some
relatively specific measures, such as deviance or job satisfaction, are the research focus.
With respect to servant leadership, it is important to remember that the extant research is
not as comprehensive or as extensive as it is for ethical leadership. Overall, servant leadership
had a somewhat higher average correlation with the outcomes (ρ = .51) than transformational
leadership (ρ =.43) as well as higher relative weights as noted in Table 7. Because of the lower
correlation (ρ = .52) with transformational leadership coupled with somewhat higher average
correlations with the outcomes, servant leadership added incremental variance to more of the
measures than the other two ethical/moral values–based leadership forms. On average, it
added about 12% to the variance explained in the measures beyond that explained by transfor-
mational leadership alone. This was almost twice as high as that associated with ethical leader-
ship and more than twice the amount contributed by authentic leadership. Thus, when
researchers want to explain OCBs, engagement, job satisfaction, overall commitment, trust, or
LMX, including servant leadership should provide a practical strategy.
Although servant leadership is the only emerging form that seems to support construct
nonredundancy, the overall results are suggestive of specific gaps in transformational leader-
ship and improvements in variance explained, which these forms of positive leadership fill.
Thus, while each new leadership form has significant limitations, our analyses also pointed
to some limitations in transformational leadership.

22 Journal of Management / Month XXXX
Moral Dimension for Transformational Leadership
As noted, although Burns (1978) viewed morality as an integral aspect of transformational
leadership, Bass’s (1985) initial position was that transformational leadership could vary in
terms of morality. Specifically, Burns viewed transformational leadership as occurring when
leaders engage with followers to raise one another to a higher level of motivation and moral-
ity. Burns stated that “the result of transforming leadership is a relationship of mutual stimu-
lation and elevation that converts followers into leaders and may convert leaders into moral
agents” (4). In contrast, Bass’s (1985) initial concept of transformational leadership posited
transformational leaders as potentially virtuous or nonvirtuous (Bass & Steidlmeier, 1999).
While Bass “originally argued that transformational leaders could wear the black hats of vil-
lains or the white hats of heroes depending on their values,” he later stated that “only those
who wear white hats are seen as truly transformational. Those in black hats are now seen as
pseudo-transformational” (Bass & Steidlmeier, 1999: 189).
Bass (1985) operationalized transformational leadership through his development of the
Multifactor Leadership Questionnaire (MLQ), which has represented the primary instrument for
measuring transformational leadership. The first version of the MLQ included three dimensions
of transformational leadership, including charisma, individual consideration, and intellectual
stimulation. In subsequent versions of the MLQ, the charisma factor was divided into two fac-
tors resulting in the four factors of idealized influence, inspirational motivation, individual con-
sideration, and intellectual stimulation (Bass & Avolio, 1995). The idealized influence factor of
the revised MLQ includes items that reference a values orientation of transformational leaders.
For example, this factor includes items such as “Talks about most important values and beliefs”
and “Considers the moral and ethical consequences of decisions.”
This inclusion of “moral” and “ethical” raises a general issue regarding a subjective stan-
dard for defining what moral or ethical is. In addition, the relatively few values-oriented
items raise the question regarding the completeness of a moral dimension aspect in the ideal-
ized influence factor of the MLQ. Furthermore, while transformational leadership was ini-
tially proposed by Burns (1978) to raise followers and leaders to a higher level of morality,
transformational research has not supported this assertion (Dvir, Eden, Avolio, & Shamir,
2002). Support, though, has been found for an association between moral development and
transformational leadership whereby leaders higher in moral reasoning demonstrated higher
levels of transformational leadership (Turner, Barling, Epitropaki, Butcher, & Milner, 2002).
Overall, the results suggest that the MLQ’s four dimensions for transformational leadership
could be augmented by including a fifth explicit ethical dimension. This would be expected to
particularly increase the power of the scale to explain employee outcomes. All three of the
emerging forms emphasize social learning and behavioral modeling by the leader as a way of
influencing followers to engage in normatively appropriate behavior by setting an example of
appropriate, “do what is right,” behaviors. In some respects, the Transformational Leadership
Index (TLI) operationalization of Podsakoff, MacKenzie, Moorman, and Fetter (1990) includes
a dimension that is similar to what we are suggesting here. Their TLI includes a dimension
called “providing an appropriate model” that explicitly refers to setting a “positive example for
others to follow” and leading by “doing rather than by telling.” While this operationalization
gets closer than the MLQ to representing an explicit ethical dimension, it is still not as robust
of a conceptualization as is likely needed to adequately capture the incremental variance associ-
ated with a leader’s ethical/moral behavior.

Hoch et al. / Emerging Forms of Leadership 23
Implications
Consistent with previous meta-analyses (e.g., Eagly et al., 2003; Judge & Piccolo,
2004), one of the research implications of this study is that transformational leadership
has generally high validity for explaining behavioral, attitudinal, and relational percep-
tion outcomes of followers. The relatively low levels of variance explained beyond
transformational leadership by authentic leadership and ethical leadership coupled with
the very high correlations between these two leadership forms and transformational lead-
ership suggest the two emerging forms of ethically oriented leadership are of relatively
limited usefulness in their current forms. While both authentic and ethical leadership
may be useful ways to better understand a few focused employee outcomes (e.g.,
employee deviance), the empirical evidence does not suggest that either leadership
approach (as they are currently operationalized) offer much that transformational leader-
ship does not already provide.
Servant leadership, however, was found to be of significant utility across a fairly wide
breadth of measures. This is likely true for a number of empirical and conceptual reasons.
Empirically, servant leadership’s low correlation with transformational leadership along with
its high correlations with a large number of outcomes, make it attractive for future research
and usage. Moreover, servant leadership’s conceptual distinctness, which focuses upon the
leader viewing his or her role as that of a servant rather than as a “master” provides an impor-
tant distinction for researchers and practitioners alike.
From a practical perspective, the ethical component of ethical and authentic leadership
had some incremental effects, suggesting that organizations trying to promote transforma-
tional leadership as well as enhance the specific outcomes may benefit from training
managers in moral and/or ethical behavior. This effort would be facilitated by prescriptive
research that identifies normative ethical/moral leader behaviors. Beyond training, incor-
porating an ethical/moral dimension in evaluation criteria could facilitate evaluation of
transformational leaders’ learning and engaging in these behaviors and influencing their
followers to do the same. This could include the moral manager use of both behavioral
modeling and transactional rewards to communicate and reinforce ethical behavior.
Organizations that demonstrate patterns of unethical leadership could influence authentic
and ethical leadership through cultural change and by hiring leaders who demonstrate
behaviors consistent with the moral and ethical dimensions comprising the emerging
forms of leadership.
Finally, while our focus in this study has been to let the statistical results speak for
themselves, a pertinent issue has to do with the practical significance of the findings. The
problem of practical versus statistical significance is certainly not a new one; the deter-
mination of practical significance can be somewhat subjective, and it is also beyond the
scope of this paper (cf. Kirk, 1996). A general rule is that to be practically significant,
the incremental validity of a leadership form in predicting an outcome above transforma-
tional leadership should be substantial and meaningful (Reeve, 2007). In spite of differ-
ent judgments of what is practically significant, the results of this study indicate that
adding the newer forms of leadership typically yields an increase in variance explained
of around .075, which represents an additional 25% of variance explained; we expect this
increase to be viewed by organizational scientists and practitioners as practically
significant. 4

24 Journal of Management / Month XXXX
Recommendations for Future Research
While these three emerging forms of ethically oriented leadership include a clear moral
component, research has provided little prescriptive information as to the specific nature and
forms of ethical behaviors. Hannah et al. (2014) highlighted this and explained that research
on these positive leadership forms has evaluated leader ethical behavior through the eyes of
the follower beholder. Hannah et al. wrote that while “these theories and measures prescribe
that morality is a component of their theory, the form or nature of that morality is left to the
respondent” (604). We highlighted the deficiency of values-oriented items in transforma-
tional leadership’s idealized influence dimension, and, in comparison, the three forms of
positive leadership are much more inclusive of values-oriented items. In light of the study’s
findings, indicating that these forms of leadership can explain additional variance in impor-
tant employee behaviors, future scale development research is needed to identify normative
measures that may be used to more uniformly capture the presence or absence of core ethical
behaviors by leaders.
Another issue that was apparent when we coded articles was that the majority of studies on
these positive forms of leadership have been cross-sectional. Although the call for longitudi-
nal research has become virtually a boilerplate for future research suggestions, in the case of
these leadership forms, this recommendation takes on special importance because the effect of
leadership occurs over time. The best way to assess the impact of various leadership forms is
through longitudinal research that will contribute to our knowing substantially more about the
behavioral, attitudinal, and relational perception effects of the new leadership forms.
Furthermore, our review revealed a noticeable gap in research on antecedents of these
emerging leadership forms. The primary emphasis in research to date has been on outcomes;
thus, our focus in this review. A review of research on other leadership forms has demon-
strated a similar trend. For example, this was the case with early research on LMX, as evi-
denced by Gerstner and Day’s (1997) meta-analysis that was able to focus only on outcomes.
In contrast, due to a larger literature base, the Dulebohn et al. (2012) meta-analysis was able
to include relevant antecedents as well as consequences of LMX. Consequently, we encour-
age researchers to investigate antecedents in the operation of ethical leadership behaviors.
Limitations
The primary limitation to our findings was the quality and consistency of the extant
research available. These concerns are more significant for authentic leadership and servant
leadership than for ethical leadership but are relevant for all of the new leadership forms. The
level of journals and the prevalence of unpublished and dissertation studies is common early
in the life cycle of any research area, but the general quality of publication outlets causes
concern regarding the extent data’s quality. Furthermore, there has been little consistency in
the research on these leadership forms, which makes comparing their associations with out-
comes more difficult and subsequently limits knowledge accumulation. We encourage future
research in this area to collect data on widely used attitudinal, behavioral, and relational
perception measures.
Beyond the quality and consistency issues mentioned above, limitations more specific to
our procedures and analyses are also relevant. As noted by a number of researchers (cf.

Hoch et al. / Emerging Forms of Leadership 25
Aguinis, Dalton, Bosco, Pierce, & Dalton, 2010), every meta-analytic study is subject to a
variety of judgment calls. For example, one involves determining the population of relevant
studies. Others involve coding data. To mitigate bias for the first, as described above, we did
an exhaustive search of studies on these positive leadership forms. Second, to address coding
issues, multiple raters coded the data and resolved their differences to minimize judgment
impacts. In spite of these efforts, these decisions may have unintentionally influenced the
findings.
An additional limitation is related to our use of the small number of available studies to
estimate some effect sizes. More specifically, a relatively small number of studies (in our
case, four) were used to make an estimate. Small-sample meta-analyses may be affected by
individual study findings as a result of random sample selection in the studies themselves,
and the aggregate estimates may be affected as a result of second-order sampling error
(J. E. Hunter & Schmidt, 1990). Furthermore, when effect sizes are derived from a small
number of studies, existing outliers or the addition of new studies with divergent results can
strongly influence those estimates (J. E. Hunter & Schmidt, 1990). Thus, those estimates in
this study, which are based on small samples, should be interpreted cautiously.
For example, the relationship between servant leadership and transformational leadership
was based on five samples with a total of 774 employees. If these five samples and the rela-
tively small sample size are not reflective of the “true” relationship between servant and trans-
formational leadership, the conclusions about the potential promise of servant leadership as
being a unique positive leadership form may not hold up to further scrutiny. These concerns
are most serious for authentic and servant leadership and a number of their associated out-
comes. This limitation is of less concern when it comes to the findings associated with ethical
and certainly transformational leadership since both have larger extant literatures. Thus, future
researchers should conduct subsequent meta-analyses on these emerging forms of leadership
when the extant literature is larger in order to make inferences based on larger populations.
While keeping in mind the potential limitations due to a small number of studies, Schmidt and
colleagues concluded that “even with small numbers of studies and small Ns, meta-analysis is
the still optimal method for integrating findings across studies” (1985: 749).
Next, the prevalence of same source data in the extant literature potentially biased results
for a number of variables, potentially inflating the relationships as a result of common method
variance (cf. Podsakoff & Organ, 1986). However, several of our correlate measures were
provided by supervisor ratings, and the use of dissimilar source data mitigates common
method variance in those relationships reported by studies included in this meta-analysis.
Also, since studies in our analysis were cross-sectional, this prevents the establishment of
causal direction.
Finally, a potential limitation is associated with the most common scale used to assess
transformational leadership, the MLQ. Some early versions of the MLQ were critiqued as
having items that contained both leader behaviors and outcomes (DeGroot et al., 2000).
Outcomes included leader effectiveness, satisfaction with leader, and extra effort. Thus, the
common source for leader transformational leadership and these three outcomes could poten-
tially bias the overall results in favor of transformational leadership’s efficacy. We present the
meta-analysis results for these three outcomes in Table 5, but we were not able to include
them in the comparative analyses because of the paucity of these outcomes in studies using
the other three leadership forms.

26 Journal of Management / Month XXXX
Conclusion
The present study compared three ethical/moral values–based leadership forms (authentic
leadership, ethical leadership, and servant leadership) with transformational leadership in
their associations with a large set of organizationally relevant criterion measures. The results
demonstrated incremental validity for some employee attitudes, behaviors, and perceptions
resulting from the three leadership forms. The results also revealed that authentic and ethical
leadership display significant construct redundancy as evidenced by their high correlations
with transformational leadership and their overall similar pattern of associations with other
measures. Consequently, the use of these two leadership forms appears problematic, likely
narrowing their usefulness to specific instances where a relatively limited set of measures are
the focus. In contrast, results revealed that servant leadership appears to exhibit a higher
degree of conceptual and empirical distinctness from transformational leadership. At this
point, the extant research for servant leadership is rather limited but it appears promising.
The results also indicated that transformational leadership, by itself, is a robust predictor
of most of the outcomes examined in this meta-analysis. While underscoring the effective-
ness of transformational leadership, in explaining employee behaviors, attitudes, and rela-
tional perceptions, the strong moral dimensions presented by these newer leadership forms
appear to address a deficiency in transformational leadership. The development of these three
leadership theories and subsequent research has underscored the relevance of a moral dimen-
sion within effective leadership in influencing followers. Thus, we argue that including an
explicit moral or ethical dimension in transformational leadership could potentially contrib-
ute to transformational leadership being even more effective in explaining important
employee or follower outcomes.
Notes
1. Google Scholar search conducted May 2016.
2. Although some may argue that leader-member exchange (LMX) could also be a relevant comparison, LMX
focuses on the dyadic relationships and relational quality between leaders and followers rather than describing
leader behaviors (Dulebohn, Bommer, Liden, Brouer, & Ferris, 2012). It is this specific focus upon leadership
behaviors that makes transformational leadership the relevant leadership approach for testing the relative contribu-
tion and distinctness of the emerging leadership forms.
3. Although servant leadership was proposed by Greenleaf (1970), in his book The Servant as Leader, prior to
Burns’s (1978) transformational leadership, only during the past decade have leadership researchers directed signifi-
cant research attention to examining servant leadership.
4. The authors express appreciation to the editor, Brian Hoffman, for this point.
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