Leading organizational learning: Reflections on theory and research

By G. Yukl. 2009

340 citations recorded by the source corpus.

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The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “One limitation is that existing work generally examines leadership at a single level in the organization, and researchers have argued that understanding leadership requires going beyond leadership at only one level (Hannah and Lester, 2009; Yukl, 2009).”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “…in the literature, a nu mber of papers have been published, especially in the foremost leadership journals, examining the various roles of leaders within exploration and exploitation processes (e.g., Jansen, Vera, & Crossan, 2009; Nemanich & Vera, 2009; Rosing, Frese, & Bauch, 2011; Yukl, 2009).”
WHY FLEXIBLE AND ADAPTIVE LEADERSHIP IS ESSENTIAL (2010, background): “A few researchers have also used survey studies or simulations to identify leader behaviors, skills, values, or beliefs that are correlated with innovation and adaptation by the leader’s team or organization (e.g., Jung, Chow & Wu, 2003; Yukl, 2009).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “In so doing, we address a call by Yukl (2009) for more comprehensive models of the impact of leadership on exploration and exploitation.”