Understanding Behaviors for Effective Leadership

By J. Howell, D. Costley. 2001

155 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/bb57093ac5488dde2f1461ae67b9b9b871ac3689

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Citations in the corpus

Leadership Style and Job Satisfaction in Higher Education Institutions. (2016, methodology): “Since controlling autocrat, transactional exchange and coach leadership styles according to Howell and Costley (2006) involve controlling and directive leadership behaviors, the following hypotheses are tested in Lithuanian HEIs context: H3.”
Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction (2008, background): “Howell and Costley (2006) elaborated on this thought when they explained: “Management is seen as a mechanical and”
Person–Organization Fit and Turnover Intention: Exploring the Mediating Role of Employee Followership and Job Satisfaction Through Conservation of Resources Theory (2016, background): “This followership behavior is, in turn, hypothesized to lead to increased job satisfaction because effective followership role fulfills important personal needs for individuals through comradeship with valued others, which helps satisfy one’s social needs (Howell & Costley, 2006).”
Culturally‐linked leadership styles (2010, background): “Introduction Are leadership styles culturally-linked? What do leaders do to be effective in their cultures? Why is culture “the software of the mind?” While many leadership styles, attributes, traits and philosophies account for the extensive literature surrounding leadership (House et al., 2004; Ho”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “2.3 Kelley’s Theory of Followership According to Howell and Costley (2001), followership refers to an interactive role that an individual plays that complements the leadership role, and is as important as the leadership role in determining group and organizational performance.”
Back to basics: applying a parenting perspective to transformational leadership (2003, background): “…nature and practice (e.g., Burns, 1978, p. 59; Shamir, House, & Arthur, 1993) though quite a number of researchers recently have addressed issues of process in leadership research (e.g., Howell & Costley, 2001; Jacobson & House, 2001; Ropo & Hunt, 1999; Ropo, Eriksson, & Hunt, 1997; Yukl, 1999).”
The role of leadership theory in raising the profile of women in management (2006, background): “Another indicator determining the effectiveness of leadership is the performance and outcomes of the organisation, or of group productivity (Eagly et al., 1995; Howell and Costley, 2006 ).”