The relative impact of complementary leader behaviors: Which matter most?

By Ronald F. Piccolo, J. Bono, Kathrin Heinitz, Jens Rowold, Emily E. Duehr, T. Judge. 2012

193 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/39d322cb79ce8ada7acaeca8e3a6495b5dd5f575

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Is avoidant leadership a root cause of subordinate stress? Longitudinal relationships between laissez-faire leadership and role ambiguity (2014, methodology): “…meta-study, integrating leadership forms from the FRL model with the “classical” leadership styles of Initiating Structure and showing Consideration, Piccolo et al. (2012) found negative correlations of −.55 and −.60 between laissez-faire leadership and Initiating Structure and Consideration,…”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, background): “Our results would thus be comparable to those of Piccolo et al. (2012), who used similar procedures, and should be seen as lower bound estimates (to the extend that measurement error effects the estimates in similar ways, cf. Antonakis, et al., 2010).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “…have biased the magnitude of the regression coefficients and not the incremental R2 (i.e., relative validity) of an additional independent variable; provided that all predictor-criterion relationships were affected equally by the same potential method factors (cf. Piccolo et al., 2012, p. 579-580).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “Piccolo et al. (2012), for example, provided evidence for the relative impact of complementary leader behaviors in relation to performance and job satisfaction.”
Transformational leadership sub-dimensions and their link to leaders' personality and performance (2015, background): “Although laissez-faire leadership has some features in common with passive management-by-exception, it has been ac.homan@uva.nl (A.C. Homan), boer@uni-koblenz.de (D. Boer), voelpel@jacobs-university.de (S.C. Voelpel), 1096 A. Deinert et al. / The Leadership Quarterly 26 (2015) 1095–1120 argued that ”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “Similarly, Piccolo et al. (2012) concluded, based on primary data, that transformational leadership and contingent reward leadership are highly correlated but empirically distinct factors that explain significant incremental variance in outcomes.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Piccolo et al. (2012) report the results of a meta-analysis that found that transformational leadership was related to consideration at a very high level of ρ = 0.74 and to initiating structure at ρ = 0.50.”