E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 157 e-ISSN 2407-392X. p-ISSN 2541-0857 Systematic Literature Review and Future Agenda: Leadership Style and Dimension in Rural Tourism Settings Yuviani Kusumawardhani* Sekolah Tinggi Pariwisata Bogor *Corresponding Author: kusumawardhaniyuvi@gmail.com DOI: https://doi.org/10.24922/eot.v9i2.89035 Article Info Submitted: July 14th 2022 Accepted: September 17th 2022 Published: September 30th 2022 Abstract This article aims to outline research developments regarding leadership styles in rural tourism and a leadership measurement index to explore fu- ture research direction opportunities. A systematic literature review was conducted by reviewing a total final sample of 15 articles published from 2012-2021; the database sources used in the study were Elsevier, Emer- ald, MDPI, Taylor and Francais, and Harzing's Publish or Perish with the Scopus API Key based on inclusion and exclusion criteria for analysis and synthesis to meet the purpose of the article. Leadership styles in rural tourism are currently found in 14 leadership styles. All leadership styles in rural tourism illustrate the need for integration and networks to develop successful rural tourism, in contrast to the leadership styles adopted by other sectors. The dimension of leadership measurement in rural tourism is based on the rural tourism characteristics. There are twelve leadership dimensions measurement in rural tourism that are different from the measurement of leadership in general. There are theoretical and empirical gaps, so one of the challenges in applying the dimensions of leadership measurement is bridging research with applications in other sectors. This literature review is presented to describe the leadership style in rural tour- ism that is needed and has been widely adopted to help and support the community to find a successful leadership style in developing rural tour- ism. Keywords: leadership systematic literature review; leadership in rural tourism; tourism; rural areas. INTRODUCTION Background Rural development strategies are of- ten carried out through tourism. Rural tour- ism can provide income for rural commu- nities to cover the economic and social gap between urban and rural areas. The gap is due to a lack of investors, limited opportu- nities for higher education, and a lack of social services in rural areas. Rural tourism greatly contributes to the village commu- nity to improve the economy and welfare. In addition, specifically, rural tourism opens opportunities to create agricultural diversification, food and beverage promo- tion, and destination resource manage- ment. However, according to Moscardo (2008) case studies on tourism develop- ment, often villagers do not receive the benefits of tourism activities directly; only certain groups in the community feel the http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 158 e-ISSN 2407-392X. p-ISSN 2541-0857 benefits of tourism activities. In the context of rural tourism development, rural com- munities often do not yet have a strong net- work with stakeholders, making it difficult for governments to integrate local and re- gional tourism policies into national tour- ism policies. Based on this, a leadership role is needed in developing rural tourism so that rural tourism development strate- gies can be implemented competitively, sustainably, and positively. The positive impact of rural tourism development can be achieved with effec- tive leadership. Effective leadership for ru- ral tourism requires sensitivity to local cul- ture and innovation of rural tourism prod- ucts. Liburd and Edwards (2010) also af- firmed that strong, committed, and effec- tive leadership is needed for destinations at all levels, government, business, society, and stakeholders must have a proactive role. On the other hand, Long and Nuckolls (1994) and Moscardo (2005) argue that ef- fective tourism leadership in rural tourism development is a leader who has knowledge and enthusiasm in tourism, strong networking capabilities, and broad networking in the community. Rural tour- ism development strategies through leader- ship are something to consider. Wilson (2001) identified that cooperation between tourism operators and local leadership is a success factor in rural tourism develop- ment. Dwyer et al. (2009) said that leader- ship in rural destinations should focus on developing tourist products based on cul- tural and natural experiences and prioritiz- ing this area as a potential resource. An- other challenge for rural tourism develop- ment is the need for cross- sectoral cooper- ation. Leadership becomes a planning and evaluation tool to improve the quality and process of implementing successful rural tourism development. However, on the other hand, Haven-Tang and Jones (2012) identified that rural tourist destination strategies are often developed in different ways not to have a coherent rural tourism development strategy. Therefore, the role of destination leadership must include in long- term strategic planning. Several liter- ature studies identified relevance to desti- nation leadership in rural areas with the fulfillment of the need for increasing rural tourism development strategy. Leadership in tourism development must be sensitive to local, regional, and tourism products (Hampson et al., 1999; Nordin, 2005). The role of leadership in rural tourism develop- ment is often ignored. Literature studies on rural tourism development have been widely conducted, but those focused on leadership in rural tourism are still limited. This paper focuses to review how leader- ship styles are adopted in rural tourism. The composition of this paper consists of introductions, methodologies, discussions of leadership styles and leadership dimen- sion on rural tourism. Finally, the paper can summarize findings, implications, and considerations for future research agendas. LITERATURE REVIEW Leadership in Rural Tourism The concept of "the great man" pop- ularized by Kirkpatick and Locke (1991) has become the basis of leadership theory. Initially, leadership theory focused only on the individual as a leader. However, Bass (1999); Bass and Avolio (1993); Kirk and Shutte (2004) opposes leadership theory that focuses solely on individuals. Kirk and Shutte (2004) describe many ways to lead, and they define leadership as harnessing the power of one's role that is valuable to society. Leadership theory has evolved into many leadership styles. A wide variety of leadership styles have been adopted ac- cording to the needs. A leader must have a leadership style that can direct and manage his subordinates to achieve common goals. Approaches to leadership styles have been widely made, including community-based leadership, authentic leadership, and http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 159 e-ISSN 2407-392X. p-ISSN 2541-0857 servant leadership (Avolio et al., 2009; Bass and Avolio, 1993; Bass and Yam- marino, 1991; Kirk and Shutte, 2004; Rus- sell and Stone, 2002). Although leadership styles are already developing, literature studies focusing on leadership styles in ru- ral tourism are limited. Therefore, this lit- erature review is important to discuss spe- cifically the leadership styles and leader- ship dimension that were successfully adopted in rural tourism used by research- ers. METHODS The methodology used in the litera- ture review process is a narrative approach oftenused to study the medical field using systematic literature review (SLR) tech- niques and meta-analysis (Tranfield et al., 2003). Systematic reviews in management continue to grow to find out the develop- ment of research on the topic in question. Development of research on a topic is done by collecting research relevant to the topic in large numbers, regardless of the source of the article and the background of the dis- cipline (Pittaway, 2005). Literature searches are limited to articles published in October 2012-2021. Articles searched by keywords "leadership" and "rural tourism" in the title and keywords. Keywords are searched in various scientific databases, in- cluding Elsevier, Emerald, MDPI, Taylor, Francais, and Harzing's Publish or Perish with Scopus API Key. The method used is preferred report- ing items for systematic review and meta- analytic (PRISMA). All articles that pass the selection will be reviewed and summa- rized based on the author's name, year of publication, analysis method used, find- ings, and article type. Inclusion criteria for- mulated include 1) articles in the scope of leadership and rural tourism, 2) academic journals ranked Q1 and Q2, and 3) abstract and title containing keywords "leadership" and "rural tourism". Exclusion criteria in- clude 1) all articles published before 2012, 2) journals ranked below Q2, 3) Abstract not containing keywords "leadership" and "rural tourism". Based on the criteria to search, 441 articles were col- lected. Of the 418 are out of context from the topic, so that ther are 23 articles left. Of the 23 articles, six articles have the same title, so there are 17 articles left. Then, based on the criteria of the journal that has been determined, two articles are issued, and 15 articles left. No additional articles are included so that 15 articles are qualified and tabulated in the summary table. Sys- tematic review and meta-analysis chart (PRISMA) can be seen in figure 1. FINDINGS The literature reviews found two main classifications of articles, namely em- pirical papers and conceptual papers, to discuss leadership in rural tourism. Based on table I, although there are some differ- ences in research approaches, researchers' main goal is to examine leadership styles in rural tourism. Current research uses the leader- member exchange theory popular- ized by Fisher and Robbins (2015), which identifies charismatic, transformational, transactional, servant, and authentic lead- ership styles. Complex problem situations encourage the development and approach of leadership. A leadership style is neither right nor wrong, and it is just that a leader needs to find the leadership style of what is best. Tom Boydell, Mike Pedler (2010) identified that leadership must be able to find direction and purpose to face critical and challenging situations so that in the context of this research, tourism develop- ment in a rural area can be led by leaders who can bridge all stakeholder interests. http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 160 e-ISSN 2407-392X. p-ISSN 2541-0857 Figure 1. The PRISMA Flowchart Identi- fication Records Screened n: 17 Screen- ing Records Excluded n: 2 Full article for eligibility n: 15 Full-text article excluded, with reasons n: 0 Eligi- bility Eligible studies n: 15 Additional records identified through the reference list n: 0 Studies included in the synthe- sis n: 15 In- cluded Initial Search Elsevier: 102 Emerald: 212 MDPI: 4 Taylor & Francais: 85 Harzing's Publish or Perish with Scopus API key: 38 Total: 441 Records after duplication removed n: 17 After Filter Applied Elsevier: 3 Emerald: 6 MDPI: 3 Taylor & Francais: 5 Harzing’s Publish or Perish with Scopus API key: 6 Total: 23 http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 161 e-ISSN 2407-392X. p-ISSN 2541-0857 Table 1. Article recapitulation summary No Author/Year Journal Name Research Method Findings Location Type of Study 1 (Haven-Tang, 2012) Tourism Man- agement Per- spectives Qualitative (case study) Transformational leadership approaches are used for rural tourism development through partnership strate- gies and attracting followers (businesses and supporting organizations). There is a synergy of top- down and bottom-up. Adventa, Monmouth- shire, UK Concep- tual 2 (Slocum and Ever- ett, 2014) Tourism Re- view Qualitative (compara- tive instru- mental case study approach) Third-generation leadership approach (seeking re- sources/capabilities availa- ble and network building) is the opposite of the leader- ship approach through exter- nal stakeholders. UK Concep- tual 3 (Pröbstl- Haider et al., 2014) Tourism Re- view Qualitative (case study) Four typologies were found to describe four leadership options in rural tourism as a coherent development strat- egy: a lighthouse model with entrepreneurial leadership, a small-scale land-use model with collaborative leader- ship, a zoning model with protected area management leadership, and a thematic model with destination organization management leadership. Central Eu- ropean Concep- tual 4 (Naderi et al., 2019) International Journal of Soci- ology and Social Pol- icy Quantita- tive (Struc- tural Equa- tion Mod- elling) Transformational leadership has been shown to have a positive effect on social cap- ital. Transformational lead- ership is positively associ- ated with social values. The transformational leadership dimension in rural tourism is a general view of commit- ment, motivation, and guid- ance from leaders, the search for new opportunities, and the role of corporate man- agement as a key force. Iran Empiri- cal 5 (Bouchon and Prideaux, 2019) Advances in Hospitality and Leisure Qualitative analysis (thematic analysis) A local leadership approach is used to develop a compre- hensive local-level tourism plan that is holistic and is based on community consul- tation and recognition of lo- cal power relations. Timor-Leste Concep- tual 6 (Xu et al., 2017) Sustainability Qualitative (longitudi- nal case study) Through resilient leadership, a community leadership ap- proach is used in two villages in China to address complex problems. Cina Concep- tual 7 (Kontogeor- gopoulos et al., 2014) Tourism Plan- ning & Devel- opment Qualita- tive (case study) Charismatic and transforma- tional leadership has led to the success of the CBT con- cept in Kampong Mae. Thailand Concep- tual http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 162 e-ISSN 2407-392X. p-ISSN 2541-0857 No Author/Year Journal Name Research Method Findings Location Type of Study 8 (Moscardo, 2014) Tourism Plan- ning & Devel- opment Qualita- tive (case study) A community leader ap- proach with a strong net- work, capabilities, and knowledge derived from out- side communities has a posi- tive impact on rural tourism development. The study also understands the action char- acteristics of entrepreneurs and tourism leaders to pre- dict the impact of tourism in the countryside. Australia/Oseania (19) Amerika Utara (8) Eropa (7) Afrika (6) Asia (4) Amerika Ten- gah/Selatan Concep- tual 9 (McGehee, 2015) Journal of Sus- tainable Tour- ism Qualitative (case study) The study analyzed the lead- ership styles of three differ- ent rural tourism leaders. Each leader has a unique leadership style: serving leadership, community- based leadership, and authen- tic leadership. The three leaders succeeded in realiz- ing rural tourism develop- ment through social capital. America, North Carolina, and Haiti Concep- tual 10 (Selin, 2017) Sustainability Qualitative (case study) Backbone leadership in this study is described as a lead- ership team that has a role such as integration leader- ship. Backbone leadership has two roles, internal and external. The role of internal backbone leadership is to empower local leaders to de- velop their rural tourism and blend rural vision and mis- sion with leadership teams. The role of external back- bone leadership is to facili- tate various forms of exter- nal project communication and use an extensive profes- sional network to supply fi- nancial and information re- sources to the countryside. USA Concep- tual 11 (Liu and Yang, 2019) Sustainability Qualitative (study Case) Government network leader- ship was found in this study through interactions between leaders from local governments and rural tourism committees. This interaction was considered successful, as the leader of the rural tourism committee partici- pated as a policymaker for vil- lage governance and was granted freedom for rural tour- ism governance. The rural tour- ism committee was also proac- tive in initiating strategies for village governance. Intense and positive interactions between rural tourism committee leaders and village government leaders contribute greatly to solving the problem of rural tourism devel- opment. China Conceptual http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 163 e-ISSN 2407-392X. p-ISSN 2541-0857 No Author/Year Journal Name Research Method Findings Location Type of Study 12 (Nomm et al., 2020) Tourism Management Perspectives Qualitative Community leadership is inte- grated with advocacy so that DMO (Destination Manage- ment Organization) and other functions of destination man- agement (DM) are intercon- nected and related. Community leadership is a function of des- tination management that fo- cuses on managing the aspira- tions of the destination commu- nity. Community leadership has a strong relationship with local communities and other stakeholders to integrate advo- cacy and community leader- ship. Estonia Conceptual 13 (Zmys̀lony, 2014) Tourism Re- view Qualitative (compara- tive analy- sis) Five dimensions of destination leadership are networking abil- ity, analytical ability, impact capability, economic potential, and legitimacy. Stakeholders in emerging destinations have strong impact capability char- acteristics, analytical capabili- ties, and legitimacy. Polandia Conceptual 14 (Kennedy and Augustyn, 2014) Tourism Re- view Qualitative and Explor- ative Shared destination leadership is formed based on the dynamic interaction between existence, the main causes of develop- ment, local knowledge, and fa- miliarity. External and internal factors motivate stakeholder engagement and form intercon- nected forces to create shared destination leadership. The situ- ational factor found in the study was a competitive environment along the UK waterfront, so a shared form of value-driven transformational leadership could be a choice of leadership style. Resort di tepi laut Inggris Conceptual 15 (Tirado Bal- lesteros and Hernández, 2019) European Planning Studies Qualitative (Study case) The EU leader approach is used to promote rural tourism, where the Local Action Group (LAG), which acts as a leader, becomes a means to apply subsidiary insti- tutional principles in village de- velopment. The participation ap- proach is used in rural tourism development strategies. How- ever, there is still a gap between leaders and tourism in promoting rural tourism; therefore, the lead- er's approach to developing tour- ist villages still needs to be eval- uated. Spanyol Concep- tual http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 164 e-ISSN 2407-392X. p-ISSN 2541-0857 A leadership style is neither right nor wrong, and it is just that a leader needs to find the leadership style of what is best. Tom Boydell, Mike Pedler (2010) identi- fied that leadership must be able to find di- rection and purpose to face critical and challenging situations so that in the context of this research, tourism development in a rural area can be led by leaders who can bridge all stakeholder interests. Descriptive Analysis The final sample consist of 15 arti- cles collected from 8 different journals. Ta- ble II summarizes the distribution of arti- cles in each journal by focusing on the dis- cipline areas of the journal as defined by Scimago Journal and Rank (SJR) (SJR 2020). The journal Tourism Review has the most papers (4), accounting for 27% of the sample. This journal focuses on high- quality research articles on business, man- agement, social science facing the tourism industry. Overall, 86.67% of publications appeared in the top journals (Q1) and 13.33% in (Q2). The articles found were spread from various research journals with varying amounts. The most frequently found articles were those published in the Journal of Tourism Review with the total of four, three articles published in the Jour- nal of Sustainability, two in the Journal of Tourism Planning and Development, and two in the journal Tourism Tourism Man- agement Perspective. Each article pub- lished one article in the International Jour- nal of Sociology and Social Policy, Ad- vances in Hospitality and Leisure, Journal of Sustainable Tourism, and European Planning Studies (Figure 2). The study of leadership in rural tourism began to de- velop from 2012 to the present. The num- ber of articles containing studies on leader- ship in rural tourism was in 2014, which was six articles. However, in 2020 only found 1 article discusses leadership in rural tourism (figure 3). demonstrates an oppor- tunity to continue to develop studies on leadership in rural tourism. Table 2. Article Distribution Journal SJR (2021) IF (SJR) Reference Tourism Management Perspec- tives 1.45 Q1 (Haven-Tang and Jones, 2012; Nomm et al., 2020) Tourism Review 1 Q1 (Kennedy and Augustyn, 2014; Pröbstl- Haider et al., 2014; Slocum and Everett, 2014; Zmys̀lony, 2014) International Journal of Sociol- ogy and Social Policy 0.31 Q2 (Naderi et al., 2019) Advances in Hospitality and Lei- sure 0.34 Q2 (Bouchon and Prideaux, 2019) Sustainability 0.61 Q1 (Liu and Yang, 2019; Selin, 2017; Xu et al., 2017) Tourism Planning and Develop- ment 0.73 Q1 (Kontogeorgopoulos et al., 2014; Mos- cardo, 2014) Journal of Sustainable Tourism 1.73 Q1 (McGehee, 2015) European Planning Studies 1.21 Q1 (Tirado Ballesteros and Hernández, 2019) http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 165 e-ISSN 2407-392X. p-ISSN 2541-0857 European Planning Studies Journal of Sustainable Tourism Tourism Planning and Development Sustainability Advances in Hospitality and Leisure International Journal of Sociology and Social Policy Tourism Review Tourism Management Perspectives 0 1 2 3 4 5 Figure 2. Journal Distribution according to Journal Name Figure 3. Documents published of leadership in rural tourism by year (2012-2021) 7 6 5 4 3 2 1 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Year of Publication N u m b e r o f a rt ic le s http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 166 e-ISSN 2407-392X. p-ISSN 2541-0857 DISCUSSION Leadership is one of the topics that interests researchers to develop leadership- related literature in rural tourism. Research on leadership has been done to contribute to the development of management sci- ence, especially leadership. However, leadership studies on rural tourism have not been done so much that this literature study can view how leadership is adopted (Table 3). The development of leadership style is also very rapid, but there is a differ- ence between leadership style in the com- pany and leadership style in rural tourism. Differences can be identified based on the unit of analysis by which the leadership style is applied. Villagers have different characteristics than employees in a com- pany. In addition, their background, education, knowledge, and culture are dif- ferent, so that the leadership style in rural tourism will be different from in the com- pany. The results of a 15 articles literature study show that the leadership style cur- rently widely adopted in rural tourism is community leadership. Rural communities can trust people who can blend in with their daily habits and the local culture, so leaders widely adopt community leadership in ru- ral tourism in developing rural tourism. Community leadership adopts transforma- tional leadership's charismatic and intellec- tual attributes by focusing on the leader's vision and empowering abilities. Commu- nity leadership proposed by Kirk and Shutte (2004) uses a collective vision to cover the diversity of people's back- grounds. Table 3. Leadership Styles adopted in Rural Tourism Leadership Style Author/Year Transformational leadership (Haven-Tang and Jones, 2012; Kontogeorgopoulos et al., 2014; Naderi et al., 2019) Third generation leadership (Slocum and Everett, 2014) Entrepreneur Leadership (Pröbstl-Haider et al., 2014) Collaborative Leadership (Pröbstl-Haider et al., 2014) Leadership by protected area man- agement (Pröbstl-Haider et al., 2014) Destination Leadership (Kennedy and Augustyn, 2014; Pröbstl-Haider et al., 2014; Zmys̀lony, 2014) Local Leadership (Bouchon and Prideaux, 2019) Community Leadership (McGehee, 2015; Moscardo, 2014; Nomm et al., 2020; Xu et al., 2017) Charismatic leadership (Kontogeorgopoulos et al., 2014) Servant leadership (McGehee, 2015) Authentic leadership (McGehee, 2015) Backbone leadership (Selin, 2017) leadership of the governance net- work (Liu and Yang, 2019) EU Leader (Tirado Ballesteros and Hernández, 2019) http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 167 e-ISSN 2407-392X. p-ISSN 2541-0857 Leaders who apply a community-led approach empower individuals to under- stand each other through discussion and problem solving (Avolio et al., 2009; Kirk and Shutte, 2004). McGehee (2015). McGehee (2015) identifies three success- ful rural tourism leadership styles in their countryside through a social capital per- spective. The three leadership styles are serving leadership, community leadership, and authentic leadership. Social capital is an important component of leadership de- velopment (McGehee, 2015). The use of social capital in leadership can change the culture so that the community has its uniqueness (Pearce and Conger, 2002). Community leadership can overcome some transformational leadership shortcomings because it can be measured effectiveness (Avolio et al., 2009). Based on the results of the literature review, almost all articles propose leadership have network, partner- ship principles, and integration. Rural tour- ism development process requires the in- volvement of stakeholders so that leader- ship roles can be incorporated into rural tourism development strategies. In addi- tion, through its leaders, the community is expected to directly involved in the plan- ning process of rural tourism development. Leaders who can connect with external communities and governments are needed by rural tourism to get an injection of funds and make investors interested in making investments. Dimensions of Leadership in Rural Tour- ism. Research on leadership has been done quite a lot that contributes to the de- velopment of management science. The re- sults of the literature review show that the leadership dimension focuses on the top- down hierarchy and uses a dynamic and specific directive approach with communi- cation as a tool for social progress Ron- dinelli, A Dennis and Heffron (2009; Yukl (1999) so there is a complex relationship between a leader and his subordinates that can make a big change. Marques (2015) measures leadership by task dimensions through focus, motivating, facilitating, and inspiring indicators, and responsibility through indicators of flexibility, trust, value focus, and empathy. Kaiser et al. (2012) describe the dimensions of leader- ship, namely power, influence, strategy, and operational. In addition, the results of a literature review of leadership in rural tourism are currently developing based on how leaders can empower rural communi- ties for successful tourism development. Naderi et al. (2019) uses the dimensions of commitment, motivation, opportunity- seeking ability, and key strengths to meas- ure the effectiveness of transformational leadership in rural tourism. Meanwhile Zmys̀lony (2014) defines destination leadership dimensions as networking capa- bility, analytical capability, impact capa- bility, and economic potential and legiti- macy capabilities. Kennedy and Augustyn (2014) describe the dimensions of destina- tion leadership consisting of existence, the main factors causing development, local knowledge, and familiarity. This indicates a gap between the dimension of leadership measurement in rural tourism and the lead- ership measurement practiced in the indus- try. Differences in leadership measurement attributes are due to differences in the char- acteristics of the unit of analysis. Rural tourism is often perceived as an ecologically and socially sustainable form of tourism in the countryside that cre- ates economic and social benefits for the local communities (Pröbstl-Haider et al., 2014). Rural tourism is not just an enter- prise of one village or one destination; It requires the coordination of multi-dimen- sional resources, including lands, funding, transportation, and marketing, which is be- yond the capability of rural residents or small businesses (Liu et al., 2020). Rural tourism is closely related to empowering communities in tourism development, http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 168 e-ISSN 2407-392X. p-ISSN 2541-0857 connecting, and integrating with stake- holders. Researchers use different dimen- sions to measure leadership in rural tour- ism because it refers to the characteristics of rural tourism itself. Based on the 15 articles selected as samples, twelve dimensions were found developed as research instruments (table IV). Researchers use five dimensions for rural tourism leadership that adopt destination and transformational leader- ship, namely dimensions of commitment, motivation, networking capability, analyti- cal capability, and impact capability. This shows the dimensions that researchers use with indsutry is different. The thing to note is that the measurement of leadership in ru- ral tourism is different from in companies. Table 4. Dimensions of Leadership in Rural Tourism Author/Year Dimension Naderi 2019 Commitment Motivation Ability to find opportunities Power Zmyslony 2014 Networking capabilities Analytical capabilities Impact capability Economic potential and legitimacy Kennedy & Augustyn 2014 Existence The main factors causing a development Familiarity New Leadership Dimension in rural tourism. Table 4 needs a new dimension to measure leadership in tourism in response to global challenges. The dimension that can be developed is how stakeholder in- volvement in rural tourism development can increase, and rural tourism can be inte- grated with other sectors through leader- ship. If these two dimensions can be devel- oped in a broader context, they will con- tribute to rural tourism management prac- titioners in the current era. In addition, the ability of individual leadership also needs to be considered to build the trust of stake- holders. Theoretical gap dan preposition. The challenge often experienced by rural tour- ism is that they have many stakeholders, but it is difficult to connect, integrate, and have a network among stakeholders. Mitchell & Hall (2005) describe the challenge as the involvement of many small-scale businesses that must collabo- rate and provide all product elements, such as accommodation, food, experiences, and attractions. Haven-Tang and Jones (2012) argue that businesses in rural tourism are small-scale and many of the differences, so destination leadership is needed to provide resources, knowledge, and attachment. A study conducted by (Nylander and Hall, 2005) based on several European rural tourism policies says that there are frag- mented, unclear, and uncoordinated struc- tures in rural areas and a lack of integration with other sectors. Some studies have iden- tified a lack of destination leadership in ru- ral areas and a lack of analysis of actors and their profiles. A relevant theory in this study is the leader-member exchange the- ory popularized by (Fisher and Robbins, 2015), which identifies charismatic, http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 169 e-ISSN 2407-392X. p-ISSN 2541-0857 transformational, transactional, servant, and authentic leadership styles. Nevertheless, research on leadership in rural tourism is still very limited. Based on these empirical phenomena, there are still theoretical gaps that need to be filled with leadership styles that can be inte- grated, have a wide network, charismatic, and blend in with local culture because this leadership style is applied to rural tourism that is loaded with local culture. Destina- tion leadership that adopts transforma- tional leadership is perceived to accept this gap. Destination leadership carried by (Kennedy and Augustyn, 2014; Pröbstl- Haider et al., 2014; Zmys̀lony, 2014) is considered to integrate with rural tourism development in the community develop- ment process. Future research needs to integrate member-leader exchange theory and desti- nation leadership styles to achieve compre- hensive and effective results in rural tour- ism development. The theory of member- leader exchange with destination leader- ship styles can be used to develop new prepositions to measure the effectiveness of leadership roles in rural tourism devel- opment, as shown below: Preposition The factors that shape the leadership dimension in rural tour- ism focus not only on the ability of leaders as individuals but how leaders can build networking and integrate ru- ral tourism with other sectors, which has implications for rural tourism de- velopment. CONCLUSIONS AND FUTURE RESEARCH AGENDA A systematic literature review of the leadership in rural tourism attempts to pro- vide an overview of the development of leadership research in rural tourism over the past few years. Based on articles that have been synthesized and understood critically, two significant findings were found. First, the leadership style in adop- tion in the company is different from the leadership style in rural tourism. Compa- nies' leadership styles are often found to adopt transformational leadership styles, while leadership styles in rural tourism adopt destination leadership styles. It is based on the characteristics of rural tour- ism that involve many stakeholders to be interconnected and integrated. Some re- searchers are already building a leadership dimension by focusing more on individual capabilities, but rural tourism has twelve different dimensions of leadership meas- urement. Based on this phenomenon, there are still theoretical and empirical gaps that need to be aligned so that leadership in ru- ral tourism can be successful and effective for rural tourism development. Tourism leadership that can be adopted is destina- tion leadership by adopting transforma- tional leadership so that leaders in rural tourism can integrate, have an extensive network, and accommodate the needs of stakeholders. The dimension developed is how in- volvement in rural tourism development can increase, and rural tourism can be inte- grated with other sectors through leader- ship. If these two dimensions can be devel- oped in a broader context, they will con- tribute to rural tourism management prac- titioners in the current era. In addition, the ability of individual leadership also needs to be considered to build the trust of stake- holders. If this leadership can be imple- mented in rural tourism, it can help the countryside have superior tourism with their respective rural characteristics. The countryside will have superior resources in terms of human capital and social capital. The future research agenda that can pro- pose; First, it is necessary to conduct an in- depth study so that the dimension of lead- ership measurement in rural tourism is as solid as the dimension of leadership meas- urement in other sectors. Second, future http://ojs.unud.ac.id/index.php/eot E-Journal of Tourism Vol.9. No.2. (2022): 157-173 http://ojs.unud.ac.id/index.php/eot 170 e-ISSN 2407-392X. p-ISSN 2541-0857 research should consider stakeholder char- acteristics as inputs to leadership capabili- ties in rural tourism that should be owned for successful tourism development. The integration of member leader exchange theory and destination leadership is one of the proposed research developments in the future. Finally, research has limitations in conducting research limited by the re- search criteria used. Nonetheless, the study findings can be valuable to researchers and practitioners interested in the topic, partic- ularly leadership in rural tourism and its implications for future research. Research- ers and practitioners seeking leadership styles in rural tourism for adoption on rural tourism development can find a useful framework from the proposed article. REFERENCES Avolio, B.J., Walumbwa, F.O. and ... 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