<![CDATA[Public sector organizations are increasingly expected to respond to complex and rapidly changing governance challenges while maintaining accountability, transparency, and public trust. Although agile leadership has received growing attention in public administration, existing studies remain fragmented across different concepts, governance levels, and methodological approaches, leaving limited evidence regarding its overall effectiveness and conceptual boundaries. This study therefore aims to synthesize and critically evaluate the existing evidence on agile leadership in the public sector through a systematic literature review and meta-analysis. Following the PRISMA 2020 guidelines, this study reviewed 47 peer-reviewed articles published between 2010 and 2024.The evidence was analyzed using thematic synthesis and a random-effects meta-analysis. The thematic synthesis identified three major themes: digital transformation and e-leadership, cultural and institutional resistance, and organizational outcomes.The meta-analysis demonstrated a moderate positive overall effect of agile leadership on organizational outcomes (β = 0.49, 95% CI [0.38, 0.61], p < 0.01),with particularly strong associations for organizational trust (β = 0.93) and organizational performance. The findings indicate that agile leadership functions as a multilevel organizational capability whose effectiveness depends on organizational readiness, institutional context, and governance arrangements.By integrating thematic synthesis with meta-analysis, this study extends previous reviews by providing a more comprehensive and evidence-based understanding of agile leadership in public administration. The findings offer theoretical guidance for future agile leadership research and practical implications for policymakers seeking to strengthen adaptive, innovative, and citizen-centered public sector leadership.]]>
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