It is a systematic literature review, a compilation of 31 empirical studies, which are peer-reviewed (2018-2025) and aim to examine the impact whose stronger leadership position can have on staff performance in different organizations. According to the PRISMA and rigorous Scopus search criteria, the review will yield the similar positive impacts on task performance (71% of the studies), innovative behavior (16%), work engagement (13%), adaptive performance (6%), and knowledge sharing (10%), which are supported by meta-analysis (r =.28). The many intermediating mechanisms of empowering leadership (promotion of autonomy, delegation, coaching, information sharing, and displaying confidence) generate their effect through they are psychological empowerment (10%), work engagement (13%), job crafting (6%), team efficacy and knowledge sharing, largely relying on Self-Determination Theory (12.9%) and Social Exchange Theory (9.7%). High-performance work systems and supportive culture are the factors preceding it (41.9% of the studies). The positive effects (self-efficacy, task interdependence, innovation culture), and negative ones (error aversion culture, low employee readiness), and the too-much-of-a-good-thing effects were present both as moderators in the boundary conditions and as absent. Such pathways are synthesized in a network of nomological. Findings denote a harsh split in antecedents, multilevel analysis, qualitative studies and untyped circumstances (Africa, Latin America). Implication generated advice leads to a practitioner implementation with special emphasis on a contextual readiness assessment, whereas a research agenda in a future is oriented on a longitudinal design, theoretical diversification, and negative effects study..