Resonant leadership originates from [24] work on emotionally intelligent leadership. It was proposed to explain and correct the problem of dissonant leadership in organizations. [24] argued that leaders are key nodes in a team emotional system. Their emotional expression, interaction style, and relationship management directly shape members’ emotional experiences and team climate. When leaders experience pressure, depletion, or excessive self-sacrifice, they may become emotionally uncontrolled, controlling, indifferent, detached, or overly defensive. These behaviors can create psychological disconnection between leaders and employees and weaken trust, commitment, and cooperation. By contrast, resonant leadership emphasizes that leaders use emotional intelligence to identify their own emotions, understand others’ feelings, regulate their interaction styles, and transmit positive emotions. Through these processes, leaders build emotional synchronization and relational connection with employees. Its core is not simply that leaders transmit optimism or enthusiasm to followers. Rather, leaders accurately perceive employees’ situations, respond to their emotional needs, and guide individual emotions toward shared goals. Resonant leadership therefore combines emotion regulation, relationship building, and team integration. It is a leadership approach that promotes organizational harmony through emotional resonance.

To ensure consistency in the subsequent review and conceptual comparison, this study uses “emotional resonance” and “harmony” as two operational criteria for identifying and distinguishing resonant leadership. First, emotional resonance refers to a two-way emotional process in which leaders and followers perceive, respond to, and adjust to each other’s emotional states during interaction, gradually developing emotional attunement, mutual understanding, and joint adjustment. It differs from simple emotional contagion, emotion regulation, or leader empathy, because its focus is not merely on leaders’ recognition of or influence on followers’ emotions, but on reciprocal responses and interactive adjustment between leaders and followers around emotions and relationships. Second, harmony refers to the higher-level goal pursued by resonant leadership. It is reflected in the alignment between individuals and their own psychological states, the coordination of interpersonal relationships between leaders and followers, and the fit between members and the team, organization, and broader environment. Based on these two criteria, this study regards research that simultaneously emphasizes the two-way process of emotional resonance and the goal of relational or organizational harmony as core resonant leadership research. By contrast, studies that focus only on leaders’ emotional abilities, one-way emotional influence, general relational support, or empathy-based care are not treated as equivalent to resonant leadership research.

[4] further clarified the foundations of resonant leadership. They proposed that mindfulness, hope, and compassion are the three core elements that help leaders renew themselves and form resonant relationships. Mindfulness refers to leaders’ sustained awareness of their own states, others’ emotions, and situational changes. It helps leaders maintain clear judgment under pressure. Hope refers to leaders’ positive construction of future goals and the meaning attached to them. It helps members develop a sense of direction and confidence in uncertain situations. Compassion refers to leaders’ understanding of, care for, and support of employees’ difficulties. It is the basis for trust and emotional connection. Later studies defined resonant leadership from different perspectives. [37] emphasized leaders’ ability to stay in tune with others and interact effectively. [49] emphasized high emotional intelligence, self-management, emotional synchronization with others, and trust building. [3] defined resonant leadership as a positive relational leadership style that inspires confidence, trust, and empowerment among team members. Domestic research further interprets resonant leadership from the perspective of harmony. It argues that resonant leadership not only focuses on emotional connection between leaders and followers, but also aims to coordinate leaders with themselves, others, and the environment ([34]). Although existing definitions differ in emphasis, they all regard emotional intelligence, emotional synchronization, positive relationships, and organizational harmony as key elements of resonant leadership.

In summary, scholars mainly understand resonant leadership from three perspectives. The first perspective emphasizes resonance itself. Leaders use emotional expression, emotional perception, and emotional response to form emotional synchronization with followers and the organizational context. This perspective highlights the interactive and dynamic nature of resonant leadership. However, concepts such as synchronization and resonance are abstract and difficult to transform into measurable behavioral indicators. The second perspective emphasizes leaders’ capabilities. It views resonant leadership as being based on emotional intelligence and enacted through psychological and behavioral features such as mindfulness, hope, and compassion. This perspective is clear and useful for scale development and empirical testing. However, it may overlap with related constructs such as leader mindfulness, leader empathy, and emotionally intelligent leadership. The third perspective emphasizes the goal of harmony. It views the ultimate aim of resonant leadership as achieving harmony among leaders, followers, and the environment through positive emotional interaction. This perspective extends the value orientation of resonant leadership and helps explain its fit with the Chinese cultural emphasis on harmony. Still, its behavioral manifestations and measurement dimensions need further clarification.

Based on the above views, resonant leadership can be defined as a leadership approach that is grounded in leaders’ emotional intelligence and uses emotional resonance to achieve harmony between individuals and themselves, others, and the environment.

Resonant leadership is based on emotional intelligence and emphasizes emotional resonance between leaders and followers. It therefore overlaps with relational leadership, emotional leadership, and leader interpersonal emotion management. These concepts all involve leaders’ attention to relationships or emotions, but they differ in their main focus. This section compares resonant leadership with these three related concepts.

Resonant leadership and relational leadership. Relational leadership emphasizes interpersonal relationships within teams. It is characterized by caring for people, developing people, and being people-centered. It aims to build a harmonious team and organizational climate ([13]). As a special form of relational leadership, resonant leadership also values harmony and focuses on employee care, harmonious interpersonal relations, and team climate. However, its pathway is more specific. Resonant leadership aims to help individuals, teams, and organizations reach a harmonious state. It achieves this goal through emotional resonance between leaders and employees. Leaders actively stay emotionally in tune with employees, promote psychological and emotional synchronization, develop mutual understanding, and form shared positive emotions. These processes help build harmonious interpersonal relationships ([4]). In contrast, relational leadership generally emphasizes caring for followers and creating a harmonious climate, but it does not necessarily specify the means through which harmony is achieved. In this sense, relational leadership emphasizes the goal of harmony, whereas resonant leadership explains how harmony is achieved through emotional resonance.

Resonant leadership and emotional leadership. Emotional leadership refers to leaders’ use of emotional capabilities to guide and manage members’ positive and negative emotions through emotional expression, emotional contagion, and emotion regulation. It also seeks to create an emotional climate that fits task requirements and encourages members to work toward shared goals ([45]). Previous studies show that emotions are important in the leadership process. Leaders’ emotional expressions affect not only how members evaluate them, but also members’ work attitudes, cooperation, and performance ([21]; [27]; [14]). The core of emotional leadership is how leaders use emotional abilities to influence followers’ emotions and improve leadership effectiveness. Both emotional leadership and resonant leadership are based on emotional intelligence and emphasize the influence of leaders’ emotional abilities on organizational members. However, their theoretical emphasis differs. Emotional leadership focuses more on leaders’ identification, contagion, regulation, and use of followers’ emotions. It mainly describes leaders’ one-way influence on followers’ emotional states. Resonant leadership emphasizes two-way emotional resonance and connection between leaders and followers. Leaders and followers both receive and respond to each other’s emotions. They adjust their attitudes and behaviors based on this resonance, thereby promoting harmony in leaders’ and followers’ psychological states, interpersonal relations, and team functioning. In brief, emotional leadership focuses on leaders’ one-way management of followers’ emotions to achieve performance, while resonant leadership emphasizes two-way emotional exchange to achieve broader harmony.

Resonant leadership and leader interpersonal emotion management. Leader interpersonal emotion management refers to the process through which leaders influence followers’ emotional states through words, behaviors, and interaction strategies. Its core lies in how leaders identify, regulate, and guide employees’ emotional experiences. Research suggests that leaders are important sources of employee emotions. Their emotion management behaviors affect employees’ stress responses, trust, relationship quality, and work performance ([28]; [52]). In terms of strategies, interpersonal emotion management includes strategies that improve others’ emotions, such as comforting, encouraging, explaining, supporting, and helping employees reappraise problems. It also includes strategies that worsen others’ emotions, such as criticism, complaints, cold treatment, or pressure to suppress emotions ([42]). Studies further distinguish constructive, neutral, and destructive strategies of leader interpersonal emotion management. Constructive strategies focus on solving emotional problems and restoring positive emotions. Destructive strategies tend to suppress or ignore followers’ emotions. Neutral strategies provide little substantive handling of emotional problems ([60]). Resonant leadership and leader interpersonal emotion management both affect followers through emotion-related processes, but they differ in pathway, object, and goal. First, resonant leadership works through emotional resonance between leaders and followers. Resonance means emotional attunement and mutual understanding, and its outcomes may affect both leaders and followers. By contrast, interpersonal emotion management strategies do not necessarily involve two-way emotional communication. Even when leaders show understanding, the purpose may simply be to make followers feel supported and willing to follow. Leaders do not necessarily adjust their own emotions or behaviors based on followers’ emotional feedback. Second, leader interpersonal emotion management focuses on managing followers’ emotions and has a narrower goal. Resonant leadership not only focuses on individual emotions but also emphasizes the creation of overall harmony within the team. Its goal is broader and more long-term. Overall, resonant leadership emphasizes two-way empathy and overall harmony, while emotional leadership and interpersonal emotion management focus more on leaders’ one-way influence on followers’ emotions and on more specific goals (see Table 1).

As shown in Table 1, although resonant leadership and the related concepts all involve leaders’ attention to emotions and relationships, resonant leadership is

Table 1. Comparison between resonant leadership and related concepts.

distinct in its two-way influence, concrete pathway, and broader goal. It is therefore necessary to study resonant leadership in greater depth so as to better explain leadership processes and employee responses.

6.1.1. Individual-Level Outcomes

A large body of research has examined the effects of resonant leadership on employee attitudes, behaviors, and performance. Overall, resonant leadership can promote positive behaviors ([50]) and positive work attitudes ([47]). It can also reduce negative behaviors ([16]) and negative attitudes ([12]; [18]; [49]). In terms of employee attitudes and psychological states, resonant leaders are understanding and empathetic. They attend to employees’ psychological needs and provide positive emotional value, helping employees experience better work conditions and psychological states. Many empirical studies support these positive effects. Resonant leadership has a significant positive effect on job satisfaction ([12]). It also positively predicts structural empowerment ([3]; [31]), improves work engagement ([54]), and enhances organizational commitment ([1]; [26]; [54]). It also strengthens psychological capital ([19]), organizational identification, and self-efficacy ([18]). At the same time, resonant leadership significantly reduces turnover intention ([18]), emotional exhaustion ([12]), and psychological distress ([47]). [47] further found that resonant leadership moderates the relationship between psychological distress and organizational commitment. When employees experience psychological distress, resonant leadership can weaken its negative effect on organizational commitment. In terms of behavior, resonant leadership can reduce negative workplace behaviors, such as coworker incivility ([31]) and workplace bullying ([16]). In terms of performance, resonant leadership enhances employee engagement and role identification through emotional support and positive relationship building. It helps employees mobilize psychological resources and invest them in task performance, which improves job performance and productivity ([19]; [33]).

6.1.2. Team- and Organizational-Level Outcomes

Compared with individual-level outcomes, research on the team- and organizational-level outcomes of resonant leadership remains limited. Existing findings mainly focus on positive team effects. For example, resonant leadership has been shown to have significant positive effects on collective beliefs and team emotional intelligence ([17]). It also promotes cooperation within teams ([12]). However, its effect on team creativity was not significant in one study ([32]). As a relational leadership style, resonant leadership can also improve interpersonal relationships and organizational climate. Studies show that resonant leadership enhances leader-member exchange quality ([49]; [44]) and contributes to a better work environment ([3]). In general, empirical research on resonant leadership remains focused on the individual level. Its team- and organization-level effects have received insufficient attention. Even when team-level mechanisms are examined, most studies rely on social exchange perspectives, such as LMX. Future research should therefore use multilevel designs to further examine the effects and mechanisms of resonant leadership at team and higher levels.

6.2.1. Mediating Mechanisms

Existing studies on how resonant leadership affects followers generally follow the logic of perceived resonance leading to emotions or attitudes, which then lead to behavior ([26]; [49]). In recent years, some studies have also adopted a resource perspective and proposed a path from perceived resonance to resources and then to attitudes or behaviors. This explains how resonant leadership supplements employees’ psychological resources and shapes their work responses. The main theoretical perspectives include social exchange theory ([26]; [47]), empowerment theory ([3]; [31]), and, in some studies, social learning and social identity perspectives ([19]; [18]). Based on the literature, the mechanisms of resonant leadership can be summarized into three main paths.

The first path is the social exchange path. According to social exchange theory, individuals follow the norm of reciprocity in social interactions. When individuals receive benefits from others, they tend to repay them with positive behaviors ([59]). From this perspective, existing studies have found that LMX, perceived organizational support, and job satisfaction play important mediating roles. [49] proposed that LMX mediates the relationship between resonant leadership and work environment and safety climate. High-quality LMX includes cooperation, mutual help, and altruism. It connects resonant leadership with individual, team, and organizational outcomes. [44] also found, based on social exchange theory, that resonant leadership positively affects work engagement, quality of care, patient safety, and patient satisfaction by improving perceived organizational support and LMX quality. [26] integrated social exchange theory and affective events theory and tested the mediating role of job satisfaction in the relationship between resonant leadership and organizational commitment. Their results showed that resonant leadership promotes organizational commitment by improving job satisfaction. However, this study mainly explained how resonant leadership affects job satisfaction. It did not fully explain why employees then repay the organization with higher commitment. Thus, the full social exchange mechanism remains underdeveloped.

The second path is the empowerment path. [31] used organizational empowerment theory to examine the mediating role of overall empowerment between resonant leadership and coworker incivility, emotional exhaustion, and job satisfaction. [3], based on structural empowerment theory, proposed that structural empowerment mediates the relationship between resonant leadership and job satisfaction. Resonant leaders show empathy and allow employees to participate in creating a positive work environment. This helps employees perceive higher structural empowerment and improves job satisfaction. Different from quantitative studies, [34] used qualitative methods and drew on LMX theory to propose that leaders’ own psychological states, such as authenticity, work meaning, and self-efficacy, may mediate the relationship between resonant leadership and employee performance and well-being. This view suggests that resonant leadership may operate not only by changing followers’ psychological states, but also by changing leaders’ own psychological states.

The third path is the resource and identity path. From a resource perspective, resonant leadership not only provides emotional support, but also supplements employees’ psychological and relational resources and transforms these resources into positive work outcomes. [19] integrated social exchange and social learning theories and found that psychological capital mediates the relationship between resonant leadership and job performance. Specifically, resonant leadership strengthens employees’ hope, optimism, resilience, and self-efficacy through hope, compassion, mindfulness, and positive emotional transmission. Employees also observe and imitate leaders’ emotion regulation, and then invest more psychological resources in task performance. [18] further found that self-efficacy and organizational identification mediate the effects of resonant leadership on turnover intention and job performance. This suggests that resonant leadership enhances employees’ positive judgments of their own abilities and strengthens their identity connection with the organization. As a result, it reduces turnover intention and improves performance. [50] also found that follower resilience mediates the relationship between resonant leadership and organizational citizenship behavior. These findings show that resonant leadership mainly works through psychological capital, self-efficacy, organizational identification, and resilience from a resource perspective. However, existing resource-based research still focuses mainly on the individual level. [32] tested team task reflexivity as a mediator between resonant leadership and team creativity, but the effect was not supported. This result suggests that whether resonant leadership can be converted into team creativity may depend on whether teams have sufficient opportunities and conditions for reflection and interaction. Overall, the resource perspective provides an important explanation for the mechanisms of resonant leadership, but future research should further examine team resources and cross-level resource transformation.

6.2.2. Moderating Mechanisms

Compared with mediating mechanisms, moderating mechanisms have received less attention. One representative study is [19], who examined the moderating role of leaders’ androgynous gender identity in the relationship between resonant leadership and employee outcomes based on gender role theory. They argued that, in urgent situations, resonant leaders may prefer to display masculine traits to make quick decisions. In other situations, employees may expect leaders to display feminine traits and provide care ([19]). Therefore, leaders who can flexibly shift between masculine and feminine leadership traits according to the situation, rather than adhering to a single style, are more likely to enhance employees’ positive evaluations of resonant leadership. In addition, [19] suggested that future studies should examine crisis situations and leader self-efficacy as possible boundary conditions. [18] also noted that the values, psychological needs, and work expectations of Generation Z employees may influence their responses to resonant leadership. More importantly, current studies are mainly based on Western contexts ([34]). Cultural contexts may also affect how employees interpret and respond to resonant leadership. Future research can further examine the boundary conditions of resonant leadership through cross-cultural comparisons or studies in local organizational contexts.

Based on the above review, this paper develops an integrative framework of the mechanisms and future directions of resonant leadership (see Figure 2). Solid lines indicate relationships supported by existing research, while dashed lines indicate future research directions or relationships that require further testing.

Figure 2. Integrative framework of resonant leadership mechanisms and future research directions.

As noted above, resonant leadership, relational leadership, emotional leadership, and leader interpersonal emotion management all involve leaders’ attention to emotions and relationships. However, these concepts differ in their pathways, objects, and final purposes. The core of resonant leadership is not simply that leaders care for followers or regulate followers’ emotions. Rather, it lies in the two-way process of emotional perception, emotional response, and relational adjustment between leaders and followers ([24]; [4]). However, existing studies still show some conceptual overlap. Resonant leadership is easily confused with leader emotional intelligence, empathetic leadership, relational leadership, and servant leadership.

This issue is especially clear in measurement. Among existing scales, [11] developed a tool mainly based on the emotional intelligence model. [15] emphasized vision, affiliative, coaching, and democratic behaviors. [32] included vision, compassion, and positive mood. Although these scales have acceptable reliability and validity, some items overlap with emotional intelligence, transformational leadership, and empathetic leadership. As a result, the emotional resonance feature of resonant leadership has not been fully captured. Recent research on empathetic leadership also shows clear overlap among leader empathy, emotional understanding, and relationship support. It therefore calls for stricter distinctions among related constructs ([39]).

Future research should further test the discriminant validity and incremental validity of resonant leadership. Specifically, researchers can include resonant leadership, emotionally intelligent leadership, empathetic leadership, servant leadership, inclusive leadership, and transformational leadership in the same model. They can then compare their explanatory power for outcomes such as psychological safety, thriving at work, knowledge sharing, voice behavior, and innovative behavior. Only when resonant leadership continues to show significant explanatory effects after controlling for related leadership constructs can its independent theoretical value be more convincingly established.

Most existing studies treat resonant leadership as a relatively stable leadership style. They usually measure employees’ overall perceptions of leaders through one-time surveys or multi-wave questionnaires. However, based on the theoretical meaning of resonant leadership, resonance is not a static trait. It is a dynamic process that is generated, changed, and repaired in specific interactions. [24] emphasized that leaders are key nodes in the emotional system of teams. Their emotional expression and interaction style influence members’ emotional states. [4] also noted that mindfulness, hope, and compassion help leaders renew themselves and form resonant relationships with others. These views suggest that resonant leadership is not merely a stable behavioral pattern. Rather, it is a process through which leaders continuously regulate their own and others’ emotions in response to pressure, tasks, and relationships.

Future research should use more dynamic designs to examine fluctuations and short-term effects of resonant leadership in daily work. On the one hand, affective events theory can be used to examine how leaders’ daily emotional expression, vision communication, compassionate support, and mindful responses influence employees’ daily positive emotions, psychological safety, and proactive behavior ([56]). On the other hand, experience sampling methods, diary studies, and longitudinal designs can be used to examine how emotional resonance between leaders and followers emerges. For example, researchers can examine whether leaders’ positive emotional expressions on a given day influence employees’ work engagement through employees’ positive emotions, and whether employees’ positive responses further strengthen leaders’ resonant leadership behaviors on the following day. Diary research on leadership shows that leadership behaviors and their emotional consequences fluctuate during the workday. Leaders’ positive emotions also influence their later helping behavior ([6]). These findings provide methodological guidance for dynamic research on resonant leadership.

Future research should also pay attention to resonance interruption and resonance repair. In real organizations, leaders and employees are not always emotionally aligned. When leaders’ decisions conflict with employees’ expectations, when leaders’ care is perceived as performative, or when employees lack trust in leaders’ emotional responses, existing resonance may be weakened. Future research can examine how leaders use explanation, feedback, apology, support, and relationship repair to rebuild emotional resonance. This would move resonant leadership research from a focus on positive influence to a broader focus on relationship maintenance and repair.

The preceding discussion mainly assumes traditional face-to-face organizational interaction. In such settings, leaders form emotional resonance with employees through direct communication, emotional support, and relational interaction. However, with the spread of remote work, hybrid work, digital collaboration platforms, and AI-based management tools, leader-follower interaction is changing. Digital work reduces nonverbal cues in face-to-face communication and increases information overload, constant connectivity pressure, and technology adaptation pressure. Research on technostress shows that digital technologies change not only employees’ job demands but also leader-follower interaction. Supportive and empowering leadership can reduce employee technostress, while highly controlling and always-available leadership expectations may increase it ([46]).

Against this background, the research context of resonant leadership should be expanded. First, future studies can examine how resonant leadership affects work engagement in remote work through online communication quality, virtual support, psychological empowerment, and digital trust. [19] found, based on a sample from Indian information technology firms, that resonant leadership influences remote work engagement through psychological empowerment. This suggests that even in remote interaction contexts, employees still need emotional support and relational connection from leaders. Second, future research can examine whether resonant leadership reduces employees’ anxiety, technostress, and emotional exhaustion during digital transformation. Because resonant leadership emphasizes mindfulness, hope, and compassion, it may help employees understand the meaning of technological change, reduce uncertainty, and strengthen psychological resources.

Furthermore, as AI increasingly participates in performance feedback, task allocation, personnel evaluation, and managerial decision-making, future research should compare human leadership, AI leadership, and human-AI hybrid leadership in terms of emotional resonance. Recent research suggests that higher AI involvement can reduce employees’ positive emotions. Especially when decisions are favorable, fully automated leadership may not create the same emotional engagement as human leadership ([36]). This suggests that resonant leadership may be even more valuable in the AI era. It can explain why organizations still need human leaders’ emotional support, value communication, and relational coordination while pursuing algorithmic efficiency and automated management.

Most existing studies emphasize the positive effects of resonant leadership. They show that it can improve job satisfaction, organizational commitment, psychological capital, work engagement, and organizational citizenship behavior, while reducing turnover intention, emotional exhaustion, and negative workplace behaviors ([12]; [31]; [1]; [50]). However, every leadership style may have boundary conditions and potential costs. Resonant leadership emphasizes emotional response, compassionate care, and relational harmony. If used excessively, it may produce unintended consequences.

First, resonant leadership may consume leaders’ resources. Resonant leaders need to continuously identify employees’ emotions, respond to their needs, and adjust their interaction styles. This process requires emotional labor and cognitive effort. Research on leaders’ emotional labor shows that surface acting and deep acting can consume self-control resources and increase the risk of abusive supervision. Leader mindfulness may buffer this negative process ([43]). Therefore, when organizations lack sufficient support and leaders bear heavy emotional support responsibilities for a long time, resonant leadership may increase leaders’ emotional exhaustion and role burden.

Second, resonant leadership may create emotional dependence among employees. Moderate resonant leadership can increase employees’ sense of being understood and their psychological safety. However, if employees rely too strongly on leaders for emotional support, their own emotion regulation and problem-solving abilities may be weakened. Third, excessive pursuit of harmony may suppress necessary task conflict. Resonant leadership emphasizes mutual understanding and emotional consistency. Yet team innovation and complex decision-making often require divergent views, critical discussion, and constructive conflict. If employees reduce genuine opinion expression in order to maintain harmony, resonant leadership may inhibit voice and innovation in some contexts.

Future research should therefore reconsider resonant leadership from a double-edged or optimal-level perspective. On the one hand, researchers can test whether resonant leadership has an inverted U-shaped effect. Moderate resonance may be most beneficial, whereas excessive emotional involvement may lead to dependence, pressure, or silence. On the other hand, future studies can examine whether task complexity, performance pressure, team conflict climate, and employee independence change the direction or strength of resonant leadership effects. This would prevent scholars from assuming that more resonant leadership is always better and would support a more balanced theoretical explanation.

In terms of research methods, resonant leadership studies still rely heavily on cross-sectional questionnaires and employees’ subjective evaluations. Although some studies have used multilevel models or multi-wave designs, existing evidence is still limited in establishing causal relationships between resonant leadership and employee outcomes. On the one hand, employees with positive psychological states may evaluate their leaders more favorably, creating reverse causality. On the other hand, unobserved factors such as organizational climate, team culture, and LMX quality may influence both perceptions of resonant leadership and subsequent work outcomes. Future research therefore needs more rigorous research designs.

First, longitudinal tracking designs can be used to examine how resonant leadership forms, changes, and influences employee development over time. Research on leadership development suggests that longitudinal studies are more suitable for revealing the growth of leadership capability and leadership behavior. They also help clarify the time order between leadership behavior and employee outcomes ([9]). Second, experiments and scenario-based simulations can be used to test the causal effects of resonant leadership. For example, researchers can manipulate whether a leader displays emotional response, vision communication, compassionate support, and joint adjustment, and then examine changes in employees’ psychological safety, trust in the leader, work engagement, and voice intention. Third, future research can conduct field intervention studies to develop resonant leadership training programs and evaluate their effects through pre- and post-tests, control groups, and behavioral observation.

Because resonant leadership includes core elements such as mindfulness, hope, and compassion, training programs can incorporate mindfulness training, self-leadership training, emotion regulation training, and empathic communication training. Systematic review evidence suggests that self-leadership and mindfulness training can improve leaders’ self-regulation, stress resilience, job satisfaction, and team motivation ([51]). This provides a useful basis for intervention studies on resonant leadership. Future research can also combine multisource and behavioral data to reduce common method bias. For example, researchers can collect leader self-reports, employee ratings, peer evaluations, and objective performance data at the same time. They can also use digital traces such as meeting transcripts, online communication records, vocal tone, and emotion-related words to identify emotional resonance in leader-follower interaction. Through multimethod, multisource, and multi-wave designs, resonant leadership research can better reveal its theoretical mechanisms and practical value.