Why Integrating the Leading and Managing Roles Is Essential for Organizational Effectiveness

By G. Yukl, R. Lepsinger. 2005

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Dichotomies, dialectics and dilemmas: New directions for critical leadership studies? (2014, background): “…effectiveness is more closely associated with versatile, agile and ambidextrous practices that require a capacity to deal with uncertainty, unpredictability, paradox, simultaneity, and ambiguity in more subtle ways (Goleman, 2000; Wilkinson, 2006; Yukl and Lepsinger, 2005; see also Barge, 2014.”
Leading Change under Pressure: An Examination of Principal Leadership in Low-Performing Schools (2009, background): “Transformational leadership appeals to followers’ values and emotions, and it encourages the growth of individuals and, as a result, the growth of the organization (Yukl & Lepsinger, 2005).”
Perceived leadership style and employee participation in a manufacturing company in the democratic republic of Congo (2012, background): “Initiating structure (task-driven) is concerned with improving efficiency and process reliability (Yukl and Lepsinger, 2005).”
The influence of line managers and HR department on employees' affective commitment (2011, unknown): “Since both components influence employees’ perceptions of how they are managed, and will thus affect their attitudes and behaviour (Wright and Nishii 2006), they are both vital for effective HRM implementation by line managers in the organization (Yukl and Lepsinger 2005; Purcell and Kinnie 2007).”