The forgotten ones? The validity of consideration and initiating structure in leadership research.

By T. Judge, Ronald F. Piccolo, R. Ilies. Journal of Applied Psychology, 2004

1,256 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/5509faeda9121e4377fb7dd575811cb909c40269

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Citations in the corpus

Leadership across levels: Levels of leaders and their levels of impact (2010, background): “Meta-analytic work by Judge et al. (2004) notes that leader consideration has a greater effect on group goals than does initiating structure.”
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, neutral): “Starting with the Ohio State studies that identified two main behavioral patterns of consideration (relationship) and initiating structure (task; Judge, Piccolo, & Ilies, 2004 ) to LMX theory which that on differences in relationships between in-group and out-group members and the leader (Gerstner ”
Considering diversity: The positive effects of considerate leadership in diverse teams (2013, positive): “Although considerate leadership shows similarities to the individualized consideration subcomponent of transformational leadership (see e.g., Judge et al., 2004; Kearney & Gebert, 2009; Seltzer & Bass, 1990; Zohar & Tenne-Gazit, 2008) and LMX (Dansereau et al., 1975; Graen & Uhl-Bien, 1995), the…”
Self-reliance: A Gender Perspective on its Relationship to Communality and Leadership Evaluations (2017, background): “People expect good leaders both to initiate and guide tasks and to exhibit integrity, humility, and respect for others (Epitropaki & Martin, 2004; Judge et al., 2004; Lord & Emrich, 2001).”
Perceived leadership style and employee participation in a manufacturing company in the democratic republic of Congo (2012, background): “These two forms of leadership styles have received considerable attention in most cross-cultural studies (Judge et al., 2004).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, methodology): “…the time, whereas such elements of leadership as consideration, participative leadership, and leader–member exchange had (cf. Graen & Scandura, 1987; Judge et al., 2004; Yukl, 2002), but these were side-stepped by the Bass model, and equally ignored by other models of charismatic–transformational…”
Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, positive): “A significant portion of this research used these two leadership behaviors to examine path-goal theory (Judge et al., 2004; Wofford & Liska, 1993), which identified followers’ satisfaction and motivation as important theoretical mechanisms involved in the relation between leadership and follower…”
Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior (2013, methodology): “Thus, research and theory suggest that consideration and structure remain important and distinct constructs that merit greater research attention (e.g., Fleishman, 1998; Judge et al., 2004).”
Transformational leadership and job satisfaction: the moderating effect of contingent reward (2018, background): “Judge et al. (2004) found that initiating structure and consideration are positively related to performance.”