This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics currently receiving attention in research, theory, and practice. It begins by examining authentic leadership and its development, followed by work that takes a cognitive science approach. It then examines new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. The role of relationships is reviewed through the lens of leader-member exchange and the emerging work on followership. Finally, it examines work on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure provides a future focus and an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature provided at the end of the article. Keywords: authentic leadership, cognitive leadership, complexity leadership, cross-cultural leadership, new-genre leadership, shared leadership. The field of leadership has evolved from focusing on individual leaders to considering followers, peers, supervisors, work settings, and culture. Leadership is no longer simply described as an individual characteristic but is depicted in various models as dyadic, shared, relational, strategic, global, and a complex social dynamic. The review discusses significant areas of inquiry that represent current pillars in leadership research, highlighting the current state of each area, what is known, what is not known, and what remains interesting for future research. It focuses on the current state of these areas in terms of advances in theory, research, and practice, including the criticisms and boundaries of theories, models, and methods. The review offers recommendations for future directions in the science of leadership and discusses the potential implications for leadership practice. Authentic leadership is defined as a pattern of transparent and ethical leader behavior that encourages openness in sharing information needed to make decisions while accepting followers' inputs. It is characterized by balanced processing, internalized moral perspective, relational transparency, and self-awareness. Research has shown that authentic leadership is a multilevel construct, including the leader, follower, and context. It is a significant and positive predictor of organizational citizenship behavior, organizational commitment, and satisfaction with supervisor and performance. Future research is needed to further explore the construct validity of authentic leadership and its relationships with other constructs within its nomological network. It is also important to examine how authentic leadership is viewed across situations and cultures and whether it is a universally prescribed positive root construct. The review also discusses the development of authentic leadership, emphasizing the importance of evidence-based leadership interventions and the role of cognitive science in understanding how leaders perceive, decide, behave, and take action. The review highlights the importance of cognitive psychology in leadership research, including the role of self-concept, meta-cognition, and implicit leadership theory. It discusses the development of models of leadership cognition and the impact of self-concept on leadership development. The review also examines the relationship between implicit leadership theories and performance outcomes, as well as the roleThis review examines recent theoretical and empirical developments in the leadership literature, beginning with topics currently receiving attention in research, theory, and practice. It begins by examining authentic leadership and its development, followed by work that takes a cognitive science approach. It then examines new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. The role of relationships is reviewed through the lens of leader-member exchange and the emerging work on followership. Finally, it examines work on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure provides a future focus and an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature provided at the end of the article. Keywords: authentic leadership, cognitive leadership, complexity leadership, cross-cultural leadership, new-genre leadership, shared leadership. The field of leadership has evolved from focusing on individual leaders to considering followers, peers, supervisors, work settings, and culture. Leadership is no longer simply described as an individual characteristic but is depicted in various models as dyadic, shared, relational, strategic, global, and a complex social dynamic. The review discusses significant areas of inquiry that represent current pillars in leadership research, highlighting the current state of each area, what is known, what is not known, and what remains interesting for future research. It focuses on the current state of these areas in terms of advances in theory, research, and practice, including the criticisms and boundaries of theories, models, and methods. The review offers recommendations for future directions in the science of leadership and discusses the potential implications for leadership practice. Authentic leadership is defined as a pattern of transparent and ethical leader behavior that encourages openness in sharing information needed to make decisions while accepting followers' inputs. It is characterized by balanced processing, internalized moral perspective, relational transparency, and self-awareness. Research has shown that authentic leadership is a multilevel construct, including the leader, follower, and context. It is a significant and positive predictor of organizational citizenship behavior, organizational commitment, and satisfaction with supervisor and performance. Future research is needed to further explore the construct validity of authentic leadership and its relationships with other constructs within its nomological network. It is also important to examine how authentic leadership is viewed across situations and cultures and whether it is a universally prescribed positive root construct. The review also discusses the development of authentic leadership, emphasizing the importance of evidence-based leadership interventions and the role of cognitive science in understanding how leaders perceive, decide, behave, and take action. The review highlights the importance of cognitive psychology in leadership research, including the role of self-concept, meta-cognition, and implicit leadership theory. It discusses the development of models of leadership cognition and the impact of self-concept on leadership development. The review also examines the relationship between implicit leadership theories and performance outcomes, as well as the role