This paper investigates the use of analytical perspectives such as transactional leadership, transformational leadership, distributed leadership, system leadership and integrative leadership and total leadership to guide empirical research related to the research questions, the research design, the use of research methods and analytical techniques, not at least with respect to research findings and conclusions presented. As argued in paper 1, knowledge about the assumptions and theories underlying the leadership concepts is necessary to understand the feasibility and limitations when conducting empirical work. However, the methods chosen also have underlying assumptions about the nature of their subject matter, and thereby they shape findings (Danziger, 1985). The choice of research methods constitutes a mechanism for investigation that produces or reflects not neutral descriptions and explanations, but interpretations framed in their own terms (cf. Yanchar & Williams, 2006). Ignoring these underlying theoretical assumptions and their relevance could lead to a dangerous and possibly unscientific practice where research is guided by unexamined ideas and values (Slife 1998). Linking the underlying theoretical assumptions of leadership concepts and the methods employed in empirical studies will provide us with a guide to assess available evidence, and help us to interrogate the strengths and limitations of the studies.