<?xml version="1.0" encoding="UTF-8" standalone="no"?>
<!DOCTYPE article PUBLIC "-//NLM//DTD Journal Publishing DTD v2.3 20070202//EN" "journalpublishing.dtd">
<article xml:lang="EN" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" article-type="editorial">
<front>
<journal-meta>
<journal-id journal-id-type="publisher-id">Front. Organ. Psychol.</journal-id>
<journal-title>Frontiers in Organizational Psychology</journal-title>
<abbrev-journal-title abbrev-type="pubmed">Front. Organ. Psychol.</abbrev-journal-title>
<issn pub-type="epub">2813-771X</issn>
<publisher>
<publisher-name>Frontiers Media S.A.</publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id pub-id-type="doi">10.3389/forgp.2025.1617588</article-id>
<article-categories>
<subj-group subj-group-type="heading">
<subject>Organizational Psychology</subject>
<subj-group>
<subject>Editorial</subject>
</subj-group>
</subj-group>
</article-categories>
<title-group>
<article-title>Editorial: Motivation styles of leaders and organizational performance</article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author" corresp="yes">
<name><surname>Islam</surname> <given-names>M. Nazmul</given-names></name>
<xref ref-type="aff" rid="aff1"><sup>1</sup></xref>
<xref ref-type="corresp" rid="c001"><sup>&#x0002A;</sup></xref>
<uri xlink:href="http://loop.frontiersin.org/people/1039231/overview"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-original-draft/"/>
<role content-type="https://credit.niso.org/contributor-roles/conceptualization/"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-review-editing/"/>
</contrib>
<contrib contrib-type="author">
<name><surname>Hossain</surname> <given-names>Syed Far Abid</given-names></name>
<xref ref-type="aff" rid="aff1"><sup>1</sup></xref>
<uri xlink:href="http://loop.frontiersin.org/people/1022080/overview"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-original-draft/"/>
<role content-type="https://credit.niso.org/contributor-roles/conceptualization/"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-review-editing/"/>
</contrib>
<contrib contrib-type="author">
<name><surname>Cabral</surname> <given-names>Patr&#x000ED;cia Martins Fagundes</given-names></name>
<xref ref-type="aff" rid="aff2"><sup>2</sup></xref>
<uri xlink:href="http://loop.frontiersin.org/people/2116893/overview"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-original-draft/"/>
<role content-type="https://credit.niso.org/contributor-roles/writing-review-editing/"/>
</contrib>
</contrib-group>
<aff id="aff1"><sup>1</sup><institution>BRAC Business School, BRAC University</institution>, <addr-line>Dhaka</addr-line>, <country>Bangladesh</country></aff>
<aff id="aff2"><sup>2</sup><institution>Management and Business School, University of the Rio dos Sinos Valley</institution>, <addr-line>S&#x000E3;o Leopoldo</addr-line>, <country>Brazil</country></aff>
<author-notes>
<fn fn-type="edited-by"><p>Edited and reviewed by: Ron Landis, Clemson University, United States</p></fn>
<corresp id="c001">&#x0002A;Correspondence: M. Nazmul Islam <email>nzmuljoy&#x00040;gmail.com</email></corresp>
</author-notes>
<pub-date pub-type="epub">
<day>23</day>
<month>05</month>
<year>2025</year>
</pub-date>
<pub-date pub-type="collection">
<year>2025</year>
</pub-date>
<volume>3</volume>
<elocation-id>1617588</elocation-id>
<history>
<date date-type="received">
<day>24</day>
<month>04</month>
<year>2025</year>
</date>
<date date-type="accepted">
<day>09</day>
<month>05</month>
<year>2025</year>
</date>
</history>
<permissions>
<copyright-statement>Copyright &#x000A9; 2025 Islam, Hossain and Cabral.</copyright-statement>
<copyright-year>2025</copyright-year>
<copyright-holder>Islam, Hossain and Cabral</copyright-holder>
<license xlink:href="http://creativecommons.org/licenses/by/4.0/"><p>This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.</p></license>
</permissions>
<related-article id="RA1" related-article-type="commentary-article" xlink:href="https://www.frontiersin.org/research-topics/63009/motivation-styles-of-leaders-and-organizational-performance" ext-link-type="uri">Editorial on the Research Topic <article-title>Motivation styles of leaders and organizational performance</article-title></related-article>
<kwd-group>
<kwd>leadership</kwd>
<kwd>employee motivation</kwd>
<kwd>employee satisfaction</kwd>
<kwd>organizational culture</kwd>
<kwd>organizational performance</kwd>
</kwd-group>
<counts>
<fig-count count="0"/>
<table-count count="0"/>
<equation-count count="0"/>
<ref-count count="15"/>
<page-count count="3"/>
<word-count count="1831"/>
</counts>
<custom-meta-wrap>
<custom-meta>
<meta-name>section-at-acceptance</meta-name>
<meta-value>Performance and Development</meta-value>
</custom-meta>
</custom-meta-wrap>
</article-meta>
</front>
<body>
<p>Leadership is vital in all organizational contexts, impacting team performance, engagement, and innovation (Seo et al., <xref ref-type="bibr" rid="B12">2025</xref>). The motivational style of a leader influences organizational culture, operational efficiency, and resilience (Ahsan, <xref ref-type="bibr" rid="B1">2025</xref>). In the current competitive landscape, leadership transcends mere decision-making; it involves the ability to inspire excellence (Nielsen and Larsson, <xref ref-type="bibr" rid="B10">2025</xref>). Effective motivation enhances employee engagement (Sharafizad et al., <xref ref-type="bibr" rid="B13">2020</xref>) and productivity, thereby contributing to overall organizational success through intentional influence (Haleem et al., <xref ref-type="bibr" rid="B3">2024</xref>).</p>
<p>Motivation styles among leaders generally fall into two categories: intrinsic motivation and extrinsic motivation (Aljumah, <xref ref-type="bibr" rid="B2">2023</xref>). Intrinsic motivation involves inspiring employees through vision, purpose, and personal growth, whereas extrinsic motivation relies on rewards, incentives, and external recognition. The effectiveness of these styles varies depending on organizational culture, industry demands, and employee expectations.</p>
<p>Transformational leaders, who emphasize intrinsic motivation, focus on long-term goals and employee development (Islam, <xref ref-type="bibr" rid="B5">2024</xref>). By fostering a sense of purpose and aligning individual aspirations with organizational objectives, they create an environment of innovation and commitment. Such leaders encourage autonomy, continuous learning, and a culture of trust, leading to sustainable success. On the other hand, transactional leaders primarily use extrinsic motivation, emphasizing structure, discipline, and tangible rewards (Milhem et al., <xref ref-type="bibr" rid="B8">2024</xref>). Bonuses, promotions, and performance-based incentives can drive short-term results, particularly in high-pressure industries where efficiency and consistency are paramount. However, over-reliance on extrinsic rewards may lead to a lack of long-term engagement and creativity among employees.</p>
<p>Beyond transformational and transactional leadership, servant leadership, authentic leadership, ethical leadership, responsible leadership, empowering leadership and autocratic leadership also play roles in motivation. Servant leaders prioritize employee wellbeing and development, fostering high levels of trust and collaboration (Wang et al., <xref ref-type="bibr" rid="B15">2025</xref>). Authentic leadership emphasizes positive psychological capacity and ethical climate in order to enhance leader&#x00027;s self-awareness, transparency, balance processing, and internalized moral perspective for enhancing follower&#x00027;s self-development (Walumbwa et al., <xref ref-type="bibr" rid="B14">2008</xref>). Whereas, ethical leaders emphasize ethical issues while taking decisions, making policies and procedures, and influencing followers through their ethical attitudes and behaviors (Mayer et al., <xref ref-type="bibr" rid="B7">2009</xref>). Moreover, responsible leader&#x00027;s primary objective is to make a responsible change and create sustainable value. Accordingly, the responsible leader establishes ties with the stakeholders and motivates them to accomplish a shared goal (Maak and Pless, <xref ref-type="bibr" rid="B6">2006</xref>). Moreover, empowering leadership is defined as &#x0201C;a process through which the leader inculcates autonomy, power, motivation, and other work privileges among followers&#x0201D; (Muafi et al., <xref ref-type="bibr" rid="B9">2019</xref>). Autocratic leaders, in contrast, use authority and control to drive performance, which can be effective in crisis situations but may limit innovation and morale in the long run (Huang et al., <xref ref-type="bibr" rid="B4">2015</xref>).</p>
<p>The most effective leaders tailor their motivation strategies to their team&#x00027;s needs, blending intrinsic and extrinsic approaches for optimal impact (Profeti and Toth, <xref ref-type="bibr" rid="B11">2025</xref>). A hybrid strategy fosters a motivated workforce that is both driven by personal growth and incentivized by tangible rewards. When leaders understand their employees&#x00027; motivational triggers, they can cultivate an engaged, high-performing workforce that contributes to organizational success.</p>
<p>Ultimately, leadership is not just about authority&#x02014;it is about influence. The motivation style a leader adopts serves as the foundation for building a resilient, committed, and high-achieving team. As businesses navigate an ever-evolving corporate world, leaders must continually refine their motivational strategies to foster innovation, productivity, and long-term growth.</p>
<sec id="s1">
<title>Papers in this Research Topic</title>
<p>In the paper &#x0201C;<italic>Paradoxical leadership: a meta-analytical review</italic>&#x0201D;, <ext-link ext-link-type="uri" xlink:href="https://doi.org/10.3389/forgp.2023.1229543">Lee et al.</ext-link> examined the relationship between paradoxical leadership behavior and follower/team outcomes. Result shows that paradoxical leadership has consistent incremental benefits over transactional leadership, but it is less clear how it works incrementally with transformational and servant leadership, except when it comes to predicting innovation. It was finally shown that paradoxical leadership affects follower behavior through socio-cognitive (psychological safety), role-based (role clarity), and relational processes, which change depending on the result.</p>
<p>Another paper titled &#x0201C;<italic>Leader motivation identification: relationships with goal-directed values, self-esteem, self-concept clarity, and self-regulation</italic>&#x0201D; authored by <ext-link ext-link-type="uri" xlink:href="https://doi.org/10.3389/forgp.2023.1241132">Van Doom and Raz</ext-link> examined leader motivation through traits, cultural values, and behavior approaches, including motivation to lead (MTL)-style differences subsuming affective-identity, social-normative, and non-calculative styles; MTL-style relationships to culture values, global self-esteem, and self-concept clarity; and personal self-regulation. Evidence showed power and self-direction culture values predicted affective-identity style. Power, achievement, conformity, and security predicted social normativity. Achievement, self-direction, conformity, and compassion strongly influenced leader behavior in goal-setting and impulse control. Goal-setting and impulse control were adversely predicted by tradition, security, excitement, and universalism. Values, global self-esteem, and self-regulation characteristics differed between MTL styles. Through MTL evaluation and leader training on goal-setting and self-regulation diplomacy, this study may help identify organizational leaders.</p>
<p><ext-link ext-link-type="uri" xlink:href="https://doi.org/10.3389/fspor.2024.1408887">Cairney et al.</ext-link>, in the paper &#x0201C;<italic>Toward a knowledge-synthesis heuristic for sport leaders: the strategic leader synthesis model</italic>&#x0201D; highlighted leadership behaviors, particularly transformative leadership, have dominated sport management leadership studies, ignoring the complex, diverse nature of sports leadership. This ignores the fact that sports leaders work in complicated organizations and environments that shape their actions. Sports leadership requires decision-making, communication, strategic thinking, and a mindset that affects perception, decision-making, and behavior. Thus, focussing on transformative leadership may devalue other traits. This study proposes a leadership framework that blends behaviors, roles, capabilities, and mindset and borrows from business management. This study proposes a paradigm across four domains&#x02014;Context, Roles, Capabilities, and Mindset&#x02014;to explore sports leadership dynamics and emphasize the need for a holistic approach that acknowledges their interdependence.</p>
<p>In the paper &#x0201C;<italic>From football pitch to boardroom</italic>&#x0201D; <ext-link ext-link-type="uri" xlink:href="https://doi.org/10.3389/forgp.2025.1420038">Lambridis</ext-link> intends to assess talent coaching ideas&#x00027; transferability from football to business leadership by creating a model for corporate talent management success. To analyse talent coaching in business and football leadership, a comparative case study was used. Both domains emphasize individual strengths, teamwork and communication, and a growth attitude, according to the comparison. Both features seem to require continual improvement, feedback mechanisms, and goal setting. These findings suggest that business and football executives may learn from talent coaching. This study concludes with two coaching models for trainers (POSITIVE) and parents (AAAA) as a practical guide for the organization/athletic club. The pilot club is Athletic Club Palaio Faliro in Athens, Greece.</p>
</sec>
<sec sec-type="conclusions" id="s2">
<title>Conclusion</title>
<p>Understanding and using motivational tactics is key to leadership. Leaders may enhance performance, dedication, and creativity by combining inner and extrinsic tactics. Leadership drives sustainable growth by adapting incentive approaches to team demands to enable resilience and success in today&#x00027;s dynamic organizational landscape.</p>
</sec>
</body>
<back>
<sec sec-type="author-contributions" id="s3">
<title>Author contributions</title>
<p>MI: Writing &#x02013; original draft, Conceptualization, Writing &#x02013; review &#x00026; editing. SH: Writing &#x02013; review &#x00026; editing, Conceptualization, Writing &#x02013; original draft. PM: Writing &#x02013; review &#x00026; editing, Writing &#x02013; original draft.</p>
</sec>
<sec sec-type="COI-statement" id="conf1">
<title>Conflict of interest</title>
<p>The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.</p>
</sec>
<sec sec-type="disclaimer" id="s4">
<title>Publisher&#x00027;s note</title>
<p>All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.</p>
</sec>
<ref-list>
<title>References</title>
<ref id="B1">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Ahsan</surname> <given-names>M. J.</given-names></name></person-group> (<year>2025</year>). <article-title>Cultivating a culture of learning: the role of leadership in fostering lifelong development</article-title>. <source>Learn. Organ.</source> <volume>32</volume>, <fpage>282</fpage>&#x02013;<lpage>306</lpage>. <pub-id pub-id-type="doi">10.1108/TLO-03-2024-0099</pub-id></citation>
</ref>
<ref id="B2">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Aljumah</surname> <given-names>A.</given-names></name></person-group> (<year>2023</year>). <article-title>The impact of extrinsic and intrinsic motivation on job satisfaction: the mediating role of transactional leadership</article-title>. <source>Cogent Bus. Manag</source>. <volume>10</volume>:<fpage>2270813</fpage>. <pub-id pub-id-type="doi">10.1080/23311975.2023.2270813</pub-id></citation>
</ref>
<ref id="B3">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Haleem</surname> <given-names>A.</given-names></name> <name><surname>Javaid</surname> <given-names>M.</given-names></name> <name><surname>Singh</surname> <given-names>R. P.</given-names></name></person-group> (<year>2024</year>). <article-title>Perspective of leadership 4.0 in the era of fourth industrial revolution: a comprehensive view</article-title>. <source>J. Ind. Saf.</source> <volume>1</volume>:<fpage>100006</fpage>. <pub-id pub-id-type="doi">10.1016/j.jinse.2024.100006</pub-id></citation>
</ref>
<ref id="B4">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Huang</surname> <given-names>X.</given-names></name> <name><surname>Xu</surname> <given-names>E.</given-names></name> <name><surname>Chiu</surname> <given-names>W.</given-names></name> <name><surname>Lam</surname> <given-names>C.</given-names></name> <name><surname>Farh</surname> <given-names>J. L.</given-names></name></person-group> (<year>2015</year>). <article-title>When authoritarian leaders outperform transformational leaders: firm performance in a harsh economic environment</article-title>. <source>Acad. Manag. Discov.</source> <volume>1</volume>, <fpage>180</fpage>&#x02013;<lpage>200</lpage>. <pub-id pub-id-type="doi">10.5465/amd.2014.0132</pub-id></citation>
</ref>
<ref id="B5">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Islam</surname> <given-names>M. N.</given-names></name></person-group> (<year>2024</year>). <article-title>Mind the change championing behaviour of employees while leaders work on engaging employees with the change process</article-title>. <source>Int. J. Learn. Intellect. Cap.</source> <volume>21</volume>, <fpage>625</fpage>&#x02013;<lpage>645</lpage>. <pub-id pub-id-type="doi">10.1504/IJLIC.2024.144280</pub-id><pub-id pub-id-type="pmid">35009967</pub-id></citation></ref>
<ref id="B6">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Maak</surname> <given-names>T.</given-names></name> <name><surname>Pless</surname> <given-names>N. M.</given-names></name></person-group> (<year>2006</year>). <article-title>Responsible leadership in a stakeholder society&#x02013;a relational perspective</article-title>. <source>J. Bus. Ethics</source> <volume>66</volume>, <fpage>99</fpage>&#x02013;<lpage>115</lpage>. <pub-id pub-id-type="doi">10.1007/s10551-006-9047-z</pub-id></citation>
</ref>
<ref id="B7">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Mayer</surname> <given-names>D. M.</given-names></name> <name><surname>Kuenzi</surname> <given-names>M.</given-names></name> <name><surname>Greenbaum</surname> <given-names>R.</given-names></name> <name><surname>Bardes</surname> <given-names>M.</given-names></name> <name><surname>Salvador</surname> <given-names>R. B.</given-names></name></person-group> (<year>2009</year>). <article-title>How low does ethical leadership flow? Test of a trickle-down model</article-title>. <source>Organ. Behav. Hum. Decis. Process.</source> <volume>108</volume>, <fpage>1</fpage>&#x02013;<lpage>13</lpage>. <pub-id pub-id-type="doi">10.1016/j.obhdp.2008.04.002</pub-id></citation>
</ref>
<ref id="B8">
<citation citation-type="book"><person-group person-group-type="author"><name><surname>Milhem</surname> <given-names>M.</given-names></name> <name><surname>Ayyash</surname> <given-names>M. M.</given-names></name> <name><surname>Ateeq</surname> <given-names>A. A.</given-names></name> <name><surname>Alzoraiki</surname> <given-names>M.</given-names></name></person-group> (<year>2024</year>). <article-title>&#x0201C;Examining the relationship between transactional leadership style and leader&#x00027;s emotional intelligence within the Palestinian ICT sector,&#x0201D;</article-title> in <source>Intelligent Systems, Business, and Innovation Research</source>, eds. <person-group person-group-type="editor"><name><surname>El Khoury</surname> <given-names>R.</given-names></name> <name><surname>Nasrallah</surname> <given-names>N.</given-names></name></person-group> (<publisher-loc>Cham</publisher-loc>: <publisher-name>Springer Nature Switzerland</publisher-name>), <fpage>753</fpage>&#x02013;<lpage>762</lpage>. <pub-id pub-id-type="doi">10.1007/978-3-031-36895-0_63</pub-id></citation>
</ref>
<ref id="B9">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Muafi Fachrunnisa</surname> <given-names>O.</given-names></name> <name><surname>Siswanti</surname> <given-names>Y.</given-names></name> <name><surname>El Qadri</surname> <given-names>Z. M.</given-names></name> <name><surname>Harjito</surname> <given-names>D. A.</given-names></name></person-group> (<year>2019</year>). <article-title>Empowering leadership and individual readiness to change: the role of people dimension and work method</article-title>. <source>J. Knowl. Econ.</source> <volume>10</volume>, <fpage>1515</fpage>&#x02013;<lpage>1535</lpage>. <pub-id pub-id-type="doi">10.1007/s13132-019-00618-z</pub-id></citation>
</ref>
<ref id="B10">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Nielsen</surname> <given-names>E. S.</given-names></name> <name><surname>Larsson</surname> <given-names>M.</given-names></name></person-group> (<year>2025</year>). <article-title>The struggle of leadership work: three interactional challenges in mobilizing actors to commit to future action</article-title>. <source>Leadership</source> <volume>21</volume>, <fpage>74</fpage>&#x02013;<lpage>95</lpage>. <pub-id pub-id-type="doi">10.1177/17427150251313564</pub-id></citation>
</ref>
<ref id="B11">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Profeti</surname> <given-names>S.</given-names></name> <name><surname>Toth</surname> <given-names>F.</given-names></name></person-group> (<year>2025</year>). <article-title>Leading targets to comply. Uncertainty issues in the design of &#x0201C;intrinsic motivation-driven policies&#x0201D;</article-title>. <source>Policy Des. Pract.</source> <fpage>1</fpage>&#x02013;<lpage>15</lpage>. <pub-id pub-id-type="doi">10.1080/25741292.2025.2466297</pub-id></citation>
</ref>
<ref id="B12">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Seo</surname> <given-names>D.</given-names></name> <name><surname>Bryson</surname> <given-names>J. M.</given-names></name> <name><surname>Williams</surname> <given-names>M.</given-names></name></person-group> (<year>2025</year>). <article-title>Nonprofit sector ambidexterity: a framework for understanding innovation and strategy change in nonprofit organizations</article-title>. <source>Public Manag. Rev.</source> 1&#x02212;23. <pub-id pub-id-type="doi">10.1080/14719037.2025.2452880</pub-id></citation>
</ref>
<ref id="B13">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Sharafizad</surname> <given-names>J.</given-names></name> <name><surname>Redmond</surname> <given-names>J.</given-names></name> <name><surname>Morris</surname> <given-names>R.</given-names></name></person-group> (<year>2020</year>). <article-title>Leadership/management factors impact on employee engagement and discretionary effort</article-title>. <source>Int. J. Organ. Theory Behav.</source> <volume>23</volume>, <fpage>43</fpage>&#x02013;<lpage>64</lpage>. <pub-id pub-id-type="doi">10.1108/IJOTB-12-2018-0134</pub-id></citation>
</ref>
<ref id="B14">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Walumbwa</surname> <given-names>F. O.</given-names></name> <name><surname>Avolio</surname> <given-names>B. J.</given-names></name> <name><surname>Gardner</surname> <given-names>W. L.</given-names></name> <name><surname>Wernsing</surname> <given-names>T. S.</given-names></name> <name><surname>Peterson</surname> <given-names>S. J.</given-names></name></person-group> (<year>2008</year>). <article-title>Authentic leadership: development and validation of a theory-based measure</article-title>. <source>J. Manag.</source> <volume>34</volume>, <fpage>89</fpage>&#x02013;<lpage>126</lpage>. <pub-id pub-id-type="doi">10.1177/0149206307308913</pub-id></citation>
</ref>
<ref id="B15">
<citation citation-type="journal"><person-group person-group-type="author"><name><surname>Wang</surname> <given-names>J.</given-names></name> <name><surname>Zhang</surname> <given-names>L.</given-names></name> <name><surname>Zhang</surname> <given-names>R.</given-names></name> <name><surname>Zhang</surname> <given-names>S.</given-names></name></person-group> (<year>2025</year>). <article-title>Sustainable promotion of farmers&#x00027; work performance: servant leadership insights from Chinese agricultural entities</article-title>. <source>Front. Sustain. Food Syst.</source> <volume>9</volume>:<fpage>1474602</fpage>. <pub-id pub-id-type="doi">10.3389/fsufs.2025.1474602</pub-id></citation>
</ref>
</ref-list>
</back>
</article>