Effective Leadership Behavior: What We Know and What Questions Need More Attention

By G. Yukl. 2012

1,192 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1cc09073502d56ad0f55623ddd3faeb682cc1caf

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, methodology): “To specify our theoretical framework in terms of concrete behavioral codes that can be used to test the conceptual model (Figure 1), we build on existing behavioral descriptions of the task-, change-, and relations-orientedmeta-categories (Yukl, 2012; Yukl et al., 2002).”
Leadership, leadership styles, and servant leadership (2018, background): “The great man myth perception of leadership says little of interpersonal skills needed to lead well (Yukl, 2012).”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “Several scholars expressed a general criticism toward multi-dimensional constructs (Knippenberg and Sitkin, 2013; Yukl, 2012).”
The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, background): “Visionary leadership directly speaks to the creation of strategic commitment because it is focused on motivating the pursuit of a strategic vision (Carton, Murphy, & Clark, 2014; Yukl, 2012).”
Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, methodology): “” Broad categories should not replace the study of the more finegrained manager behaviors that are also of use in practical training (Davis & Luthans, 1980; Yukl, 2012; Yukl et al., 2002).”
Science Mapping of the Knowledge Base on Sustainable Leadership, 1990–2018 (2018, methodology): “While research on organizational leadership has made impressive progress over these past decades, the literature continues to emphasize and study leadership effectiveness within ‘closed systems’ [1].”
Managing people in organizations: Integrating the study of HRM and leadership (2018, background): “At the same time, the leadership literature has been critiqued for its plethora of similar constructs (Banks, McCauley, Gardner, and Guler, 2016; Epitropaki et al., 2017; Yukl, 2012).”
Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, positive): “Second, our research responds to calls to study the micro-foundations of leadership behaviors (Yukl 2012) as well as the antecedents of LMX quality (Dulebohn et al.”
Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, neutral): “Its absence from recently published reviews on leadership suggests that researchers have been losing interest in LMX (Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014; Lord & Dinh, 2014; Yukl, 2012).”
Entrepreneurial leadership: Insights and directions (2017, methodology): “For example, Yukl (2012) identified change-oriented behaviour comprising advocating change, envisioning change, encouraging innovation and facilitating collect learning, as one of the four distinct meta-categories of leadership behaviour.”
Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (2018, neutral): “The second meta-category, relational leader behaviours, is focused on supporting, recognizing, developing, and empowering individuals (Yukl, 2012).”