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.
