How leaders influence organizational effectiveness

By G. Yukl. 2008

739 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ea69bd66eb2e3bf59278369ed14b793aa98b3af

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Setting the Table: How Transformational Leadership Fosters Performance Information Use (2012, background): “The focus on direct effects is closely tied to the second characteristic of such research, which is that the independent variable is very much defined by the dependent variable, in that leadership effects are usually modeled as leadership attitudes or actions directly related to performance…”
The influence of line managers and HR department on employees' affective commitment (2011, neutral): “Relations-oriented leadership behaviour aims at building commitment, trust and cooperation among subordinates (Yukl et al. 2002; Yukl 2008).”
Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses (2014, background): “Previous research reveals that CEOs can affect lower-level employees through various mechanisms such as leadership, management practices, resource allocation, or organizational culture (Yukl, 2008; Finkelstein, Hambrick, and Cannella, 2009; Schein, 2010).”
Leadership Process Models: A Review and Synthesis (2017, background): “Fischer et al. / Leadership Process Models 1735 can cross-fertilize each other, for example, in studying top management team processes (Carmeli, Schaubroeck, & Tishler, 2011) or influences of leaders on organizational effectiveness (Yukl, 2008).”
Loyalty program effectiveness: Theoretical reviews and practical proofs (2020, background): “Organization leaders were also a factor in determining the success of the loyalty program (Yukl, 2008).”
Leading organizational learning: Reflections on theory and research (2009, background): “Promising ideas can be found in several emerging theories of organizational leadership that include ideas from other literatures as well as the leadership literature (e.g., Balkundi & Kilduff, 2005; Uhl-Bien, Marion, & McKelvey, 2007; Yukl, 2008).”
A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, background): “These include honesty, self-insight, flexibility, emotional intelligence, an ability to generate enthusiasm, collective thinking, cooperation, trust, and an ability to create a vision (Ringer, 2007; Stein, Papadogiannis, Yip, & Sitarenios, 2009; Yukl, 2008).”
Situational , Transformational , and Transactional Leadership and Leadership Development (2014, background): “The effective leader engages in a mix of task and relation behaviors (Cubero, 2007; Graeff, 1997; Shin et al., 2011; Yukl, 2008; 2011; Yukl & Mahsud, 2010).”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, background): “Studies show that leadership matters for countries, organizations, and teams (Crossan & Apaydin, 2010; Day & Lord, 1988; Flynn & Staw, 2004; House, Spangler, & Woycke, 1991; Jones & Olken, 2005; Waldman & Yammarino, 1999; Yukl, 2008).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “Together, these advances extend classic and contemporary discussions of how leaders’ behaviors and structural design choices operate as joint determinants of motivation and performance (e.g., Howell, Dorfman, & Kerr, 1986; Yukl, 2008).”
Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “Toxic leaders influence others not to reach goals (constructive or destructive; Krasikova et al., 2013; Yukl, 2008), form relationships (Graen & Uhl-Bien, 1995), or enable positive performance (Judge & Piccolo, 2004).”
WHY FLEXIBLE AND ADAPTIVE LEADERSHIP IS ESSENTIAL (2010, background): “In the flexible leadership theory (Yukl, 2008; Yukl & Lepsinger, 2004), top executives can influence key determinants of organizational performance (such as efficiency, innovative adaptation, and human capital) by the use of relevant behaviors and decisions about strategy, structure, and management…”