The intersection of transformational leadership, work engagement, and gender dynamics in multi-cultural organizations has become a central focus in management research. This review synthesizes findings from 78 empirical studies published between 2020 and 2025, examining how cultural factors, gender differences, and leadership styles interact to influence employee engagement and organizational outcomes. A systematic analysis of cross-cultural research determines how the effectiveness of transformational leadership varies across cultural contexts and gender compositions. The main findings show that transformational leadership consistently has a positive effect on work engagement (average effect size r = 0.64), though this relationship is significantly moderated by cultural values, gender composition, and organizational context. Female leaders show stronger transformational behaviors in collectivist cultures (β = 0.42, p < 0.001), while male leaders are more effective in individualist environments (β = 0.38, p < 0.01). Psychological empowerment is a critical mediating variable, with more pronounced effects in cultures that prioritize reduced power distance. Cultural intelligence is a key moderating factor, as leaders with high cultural intelligence achieve superior engagement outcomes regardless of gender (β = 0.51, p < 0.001). These findings advance leadership theory by providing a comprehensive framework for understanding culturally responsive leadership and offer practical guidance for developing effective leadership strategies in diverse organizations.