A systematic review and meta-analysis: leadership and interactional justice

This study aims to execute a systematic literature review on leadership styles and interactional justice when found together or with other variables and a meta-analysis to examine their direct relationship, besides elaborating on the definitions of leadership styles. The ProQuest website was utilized to explore interactional justice and leadership concepts in all abstract and summary texts in English and articles in peer-reviewed scholarly journals at any time. Thirty-six studies were related to the systematic review, and there were twenty-two valid cases for the meta-analysis. The meta-analysis techniques proved the strength of the relationship between leadership styles and interactional justice, with notable heterogeneity among all investigations and ambiguous proof of publication bias. Fisher’s method found a study to be an outlier, but it was significant in WLS, WAAP, and Cohen's d. The review of definitions showed a high degree of similarity, while the most prominent features of leadership styles were transformational, transactional, and ethical leadership. Yet, the systematic review proved unmistakable evidence of the connection between interactional justice and leadership styles, while those two concepts impacted other variables in a relationship. The relationship between leadership and interactional justice is influenced by many facets, such as their status in the connection, leadership styles, sample number, and study place, pushing the heterogeneity of the results. Although it is possible to mix up these diverse leadership styles, transformational or ethical leadership, both styles treat employees respectfully, avoid concealing information, and make staff feel satisfied. Wise leadership is crucial to shaping a positive interactional environment for workers. Therefore, leaders must pursue integrity and ethical behavior to establish organizational justice, particularly interactional justice.