This article is a literature review. This study aims to critically as well as comprehensively analyze engagement as an independent (X) and dependent (Y) variable. There are 15 articles that were reviewed with quantitative criteria and influence. The outcomes of this investigation found that the average followership score in the role of the X variable was 0.3957, in the 3rd class interval, which was between 0.323 – 0.414 with a fairly low category. While the average follow-up score as the Y variable is 0.385833, which is in the 4th class interval, which is between 0.379 - 0.501 in the high category. Based on the findings, the authors conclude that (1) followers as variable X have characteristics that are proactive, critical of the situation that occurs in their organization, dare to express their views, and criticize the leadership for the good and success of the organization to which they are affiliated, scores that are in the low enough category range indicate to the reader that follower participation has not received attention from the leader to be given more space to contribute or because followers are generally the party being thought of, they think they don't need to think because someone has already thought about it, (2) follower, as a Y variable is characterized by that followers, are the party who thought so that he only needs to be obedient, committed, perform well so that the leader provides opportunities to continue to grow with his organization and continue to develop his competence to complete his duties through training designed by the leade.

Many people fail to reach the pinnacle of their careers because they experience a crisis of self-efficacy. Self-efficacy plays an important role in the success of a job mission. However, self-efficacy is a variable that has been influenced and other times it can influence other variables. This study aims to analyze how transformational, transactional, and laissez-faire leadership interact with self-efficacy. This research is a survey and data obtained from respondents as many as 140 high school teachers in the form of self-reports, and the data is collected using SEM Amos Version 22. The results of Amos processing show that Transformational and laissez-faire leadership styles negatively affect self-efficacy. Only transactional leadership style positively affects self-efficacy. The research concludes that only transactional leadership has a positive effect on self-efficacy because followers (teachers) have different backgrounds and motivations and the majority of followers (teachers) have not yet reached the level of self-actualization.

This literature review aims to analyze three research designs, namely quantitative, mixed-method, and qualitative using exemplary leadership diction. The method used is the VoS Viewer bibliometric method to search and, in the end, the authors determine the articles reviewed. The results show that 1) quantitative research designs are confirmatory factor analysis centered on Kousez and Posner's exemplary leadership, 2) mixed methods design studies focus on the Kennedy Leadership Qualities. Kennedy’s five leadership qualify cultural differences: a) making variety a preference, b) getting to knowing personalities and their variations, c) enabling valuable connection, d) liability as an essential advantage, e) mutualism as the ultimate arbiter, and 3) meanwhile, in the qualitative research design, exemplary diction is more heroic, which relies on one role model with all the sacrifices, dedication, risk, and skills to adapt the application of various leadership styles associated with exemplary diction. It is clear that to apply exemplary diction requires sharp intuition of leadership, the intelligence to mix several styles, and the courage to take risks.

This article is a sequel to a study and several have been published. The purpose of this study is to answer the questions 1) are there differences in the perceptions of principals’ transformational leadership based on gender? 2) which is more solid on the perception of principals’ transformational leadership based on gender? This survey on transformation by gender and the Multifactor Leadership Questionnaire was used as research tools via a five-point Likert scale. The sample in this study amounted to 140 teachers in Pesawaran Regency, Lampung Province. The data is processed using SPSS Version 22. The calculation results show 1) the significance of the calculation results with a statistical significance of 0.05 and independent samples test, the probability (sig) is 0.106 > 0.05, meaning that the male and female population variances are the same/identical, and 2) Variance statistic for male is 23,709 smaller than female 38,361. The results of these calculations mean that gender differences do not make difference in perceptions of transformational leadership practices and women are not more solid than men in perceiving transformational leadership practices. Thus, women’s participation in contributing to development shows a significant increase both in quantity and quality, and women can act as a counterweight. In the final word, men and women, complement each other to participate in development.