WHY FLEXIBLE AND ADAPTIVE LEADERSHIP IS ESSENTIAL

By G. Yukl, Rubina Mahsud. 2010

526 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1fae5d54bc194adce1d785c90a234f57034380f9

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours (2013, background): “Tomake the best use of these behaviours, a certain degree of leadership flexibility should also be developed, to judge the most appropriate behaviours to use for the situation (Yukl & Mahsud, 2010).”
Academic Administrator Leadership Styles and the Impact on Faculty Job Satisfaction. (2014, background): “Leaders in Yukl and Mahsud (2010) study exhibited the transactional leadership style least often, as is true for the passive/avoidant leadership style in the present study.”
Leading innovation: Empirical evidence for ambidextrous leadership from UK high-tech SMEs (2020, background): “Conversely, AFB is broader in scope and encompasses the leadership skill to approach emergencies or unpredictable work situations; solve problems creatively; handle work stress; engage in training and learning efforts; and demonstrate interpersonal adaptability (Charbonnier-Voirin and Roussel’s, 201”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, unknown): “…positively and timely to employees’ problems (Hollander, 2012) which further encourage them to show IWB (Liden, Sparrowe, & Wayne, 1997; Tierney, Farmer, & Graen, 1999; Tierney, 2008; Gumusluoglu & Ilsev, 2009; Hollander, 2009; Yukl & Mahsud, 2010; Aryee et al., 2012; Yeh-Yun Lin & Liu, 2012).”
The role of coachee characteristics in executive coaching for effective sustainability (2013, background): “Feedback receptivity Feedback receptivity is a central component in the coaching process (Yukl and Mahsud, 2010) and a major component of career success (Ashford, 1986).”
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, background): “Organizations could, for example, provide continuous feedback from multiple sources, coaching programs to increase self-awareness, and programs that improve perspective-taking (Yukl & Mahsud, 2010).”