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Open research questions in Employee Performance and Leadership

30 unresolved questions extracted from the limitations and future-work sections of 742 Employee Performance and Leadership papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • By situating the analysis within Indonesia’s automotive service sector during the post-pandemic recovery period, this research extends the DeLone and McLean organizational performance framework to the dealer-level service context, addressing a gap in the literature on human-centered performance drivers in competitive automotive retail settings.

    Analysis of the Role of Work Environment and Leadership Style in Improving Service Performance at Automotive Industry · 2026 · DOI

  • • • TVET administrators and teachers should strengthen ethical leadership and professional role modelling by consistently demonstrating integrity, discipline, accountability, and workplace standards, and by integrating structured leadership and ethics education into training programmes to enhance students’ professional behaviour. School leaders and programme coordinators should improve motivational practices by clearly communicating career-oriented goals, encouraging students to set professional targets, recognising achievement, and creating a supportive learning environment that builds confidence and persistence. • • • Curriculum developers and instructors should prioritise problem-based learning, workplace simulations, case studies, and innovationdriven teaching approaches to enhance students' critical thinking, creativity, adaptability, and real-world problem-solving skills. TVET institutions should strengthen mentorship and learner support systems by providing personalised guidance, career counselling, coaching, and feedback, while also promoting inclusive teaching practices that address the diverse needs and aspirations of students. Institutions should expand opportunities for practical training and industry exposure by strengthening partnerships with employers, increasing access to internships, and integrating workplace learning into the curriculum to improve students’ readiness for employment. Education authorities should invest in leadership development programmes for TVET administrators and teachers to build capacity in transformational leadership, particularly in innovation, student motivation, mentorship, and institutional improvement. Further research should be conducted across different regions and types of TVET institutions to deepen understanding of how leadership practices influence employability outcomes and to provide broader evidence for policy and practice.

    Transformational Leadership as A Predictor of Employability Skills Acquisition in TVET Institutions in Southwest Region Cameroon · 2026 · DOI

  • Although previous studies have demonstrated the influence of transformational leadership on work discipline, most empirical evidence has been derived from educational institutions and public organizations, leaving limited evidence from mining contractor companies with high-risk working environments.

    PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP DISIPLIN KERJA KARYAWAN · 2026 · DOI

  • is particularly evident in developing countries, where administrative systems and cultural contexts differ substantially from those in Western settings. Consequently, there remains a significant need to examine how transformational leadership influences citizen satisfaction within decentralized governance systems such as Indonesian local government. Drawing upon transformational leadership theory and public service quality literature, this study proposes that transformational leadership positively affects citizen satisfaction both directly and indirectly through service quality. Leaders who inspire, motivate, and support employees are expected to foster organizational conditions that improve service responsiveness and reliability, ultimately leading to higher levels of citizen satisfaction with public service delivery. 150 Student Research Journal - Volume 4, Nomor 3, Juni 2026 -ISSN: 2964-3252; p-ISSN: 2964-3260, Hal. 145-161 3. METHOD This study employed a cross-sectional survey design to examine the relationship between transformational leadership and citizen satisfaction with public service delivery in Indonesian local government. The cross-sectional approach was deemed appropriate for capturing citizens' perceptions at a specific point in time and establishing associations between leadership behaviors and satisfaction outcomes (Bowen & Wiersema, 1999). This design is consistent with previous leadership research, as most studies examining the Multifactor Leadership Questionnaire have utilized cross-sectional surveys to assess leadership dimensions and their organizational outcomes (Boamah & Tremblay, 2019). The quantitative approach enabled the systematic measurement of transformational leadership dimensions and their statistical relationships with citizen satisfaction, providing empirical evidence for theoretical propositions. Furthermore, the survey method facilitated data collection from a large, geographically dispersed population across Tanah Datar Regency, ensuring comprehensive coverage of citizen perspectives on local government leadership and service delivery. The study population comprised all adult citizens (aged 18 years and above) residing in Tanah Datar Regency, West Sumatra Province, Indonesia, who had utilized at least one public service from the local government within the past twelve months. Using Krejcie and Morgan's (1970) sample size determination table and considering a 95% confidence level with a 5% margin of error, a minimum sample of 384 respondents was required. The study employed stratified random sampling to ensure proportional representation across the regency's 14 subdistricts (kecamatan).

    The Impact of Transformational Leadership on Citizen Satisfaction with Public Service Delivery · 2026 · DOI

  • Fifth, to enhance the generalizability of the results, the study could be replicated in other healthcare units or organizations across different regions to obtain a more comprehensive understanding of the factors influencing employee performance. Fourth, future research is recommended to use more contextual and specific performance indicators in line with service standards and job characteristics, so that performance measurement becomes more accurate.

    The Influence of Transformational Leadership and Employee Competence on Employee Performance with Work Motivation as an Intervening Variable · 2026 · DOI

  • The study does not distinguish between stated company strategies and their actual implementation or employee perception of implementation. Future research should measure the gap between declared corporate strategy (policies on file) versus perceived strategy (employee awareness and belief in strategy execution) to determine whether turnover intention is driven by strategy content or credibility-of-implementation issues.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • The paper identifies work flexibility, accelerated career development, work meaning, and adaptive work environment preferences as Gen Z characteristics influencing turnover, but does not measure whether different startup contexts (pre-seed, growth-stage, Series A/B) differentially satisfy these needs. Research should examine how startup lifecycle stage moderates the relationship between Gen Z characteristics and turnover intention.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • The research sample size (N=24 based on df2 in F-test) is substantially underpowered for reliable regression estimation and generalization. A larger, stratified sample across multiple startup industries and geographic regions is needed to validate whether Gen Z characteristics and company strategy effects on turnover intention remain consistent across different startup sectors and organizational maturity levels.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • The study identifies that corporate strategy likely operates indirectly through psychological mechanisms (job satisfaction, organizational commitment) but does not empirically test these mediation pathways. Future research should conduct multi-stage mediation analysis to quantify whether job satisfaction and organizational commitment fully or partially mediate the relationship between company strategy and Gen Z turnover intention in startup environments.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • Corporate strategy showed no partial significance (p=0.075) on turnover intention despite theoretical expectations, yet demonstrated simultaneous significance with Gen Z characteristics. Research should investigate which specific dimensions of corporate strategy (HR management, flexible work policies, organizational adaptation) are actually perceived and valued by Gen Z employees in startup contexts, using qualitative methods to determine implementation-perception gaps.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • The model explains only 32.6% of turnover intention variation in Gen Z startup employees, with 67.4% attributed to unspecified external variables. Future research should empirically measure and integrate the identified mediating factors—job satisfaction, organizational commitment, work stress, and leadership style—into a comprehensive structural equation model to determine their direct and indirect pathways between Gen Z characteristics, company strategy, and turnover intention.

    The Influence of Gen Z Characteristics and Company Strategy on Turnover Intention · 2026 · DOI

  • Although the phenomenon of destructive leadership is ubiquitous and its negative impact on the higher education (HE) sector is global, it is still an area underexplored, and the few studies on it focus attention predominantly on the HE context of the developed world.

    Destructive leadership behaviors among heads of departments in higher education: perceptions of subordinates in Ghana · 2022 · DOI

  • Originality: lies in examining the combined influence of leadership style and work environment on employee performance within the context of an infrastructure solutions company, a setting that remains relatively underexplored.

    Leadership style and work environment driving employee performance in an infrastructure solutions company · 2026 · DOI

  • in the that most The effectiveness of administrative performance is strongly influenced by the quality of the work environment; however, its relationship with job performance among school administrative staff remains insufficiently examined.

    Relationship Between Work Environment and Job Performance of Administrative Staff in the Ilagan Northwest District, Division of the City of Ilagan · 2026 · DOI

  • Future studies should consider expanding the geographical focus to include a variety of regions and contexts within Ethiopia and beyond. This approach does not account for changes in communication dynamics, employee satisfaction, or organizational performance over time. 2 Limitation and suggestion for future This study is limited to the educational institutions in the West Guji Zone of Ethiopia, which may affect the generalizability of the findings. The results may not be applicable to urban schools or cultural contexts outside this region.

    The effect of managerial communication on organizational performance and the mediating role of employee job satisfaction in the education sector of West Guji Zone Ethiopia · 2026 · DOI

  • Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.

    Enhancing job satisfaction among local government servants in Ghana · 2019 · DOI

  • Few studies have been conducted on role perception, job satisfaction and propensity to leave among SSAOs and no such study has been found addressing these concerns specifi- cally among community college SSAOs.

    An Examination of Community College Senior Student Affairs Officers', Role Perception, Job Satisfaction, and Propensity to Leave Their Institutions · 2014

  • Finally, conflicting findings in the internal reliabil ity and factor analysis of one of the commitment instruments used in this study conducted in Guatemala and in studies conducted in the United States raise several important issues on the use of research instruments in cross-cultural studies.

    Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations · 1996 · DOI

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30 open questions have been extracted from the limitations and future-work passages of 742 Employee Performance and Leadership papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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