A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research

By G. Yukl, Angela Gordon, T. Taber. 2002

949 citations recorded by the source corpus.

Subfields: Applied Psychology, Developmental and Educational Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bc1b8422e9b72b5cdbb73af002e3b5ca54d3366e

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In Applied Psychology

In Developmental and Educational Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Tackling the Problem of Construct Proliferation (2016, methodology): “…some studies have considered the effects of measurement error but have corrected only for specific factor and random error (e.g., Avolio, Bass, & Jung, 1999; M. E. Brown, Treviño, & Harrison, 2005; Carless, 1998; Carless, Wearing, & Mann, 2000; Heinitz, Liepmann, & Felfe, 2005; Yukl et al., 2002).”
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19 (2021, background): “…to an agentic/communal words dictionary adapted from Pietraszkiewicz et al. (2019; see the Appendix), (2) task-oriented and relations-oriented leadership behaviors as taxonomized by Yukl et al. (2002), and (3) responses from essential workers for mention of provision (or lack thereof) of PPE.”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, methodology): “Whereas previous research has outlined the importance of change-oriented behaviors for formal leadership (DeRue et al., 2011; Yukl et al., 2002) and group processes (Ilgen et al.”
Ethical and empowering leadership and leader effectiveness (2013, methodology): “Empowering leadership was measured with six items from the Managerial Practices Survey (MPS) developed by Yukl and colleagues (Kim and Yukl, 1995; Yukl et al., 2002) that involve two key components of empowering leadership, namely consultation and delegation.”
Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study (2006, background): “For example, some autonomous and highly interdependent teams might engage in the collective creation of a team vision or external environment monitoring (Yukl et al., 2002).”
Leadership across levels: Levels of leaders and their levels of impact (2010, background): “Zaccaro and DeChurch (in press) develop a framework for thinking about complex configurations of leadership in multiteam systems. Balogun and Johnson (2004)’s research on middle manager sense-making is another valuable theoretical backdrop for understand the leadership demands presented to mid-level”
Leader behavior and LMX: a constructive replication (2012, methodology): “Validation evidence for the construct validity of the MPS scales is provided by several studies over the past two decades, including some that included factor analysis of a version of the MPS with item order randomized (Yukl et al., 2002; Yukl et al., 1990).”
Sentiment analysis in organizational work: Towards an ontology of people analytics (2018, background): “…where the primary objective is enhancing commitment, trust and cooperation among organizational members; and change-oriented behaviors, where the primary objective is generating major changes that would result in substantial organizational improvements (Yukl, Gordon & Taber, 2002, p. 17).”
Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “In contrast, task-oriented leaders are more involved in “hands-on activities” (Arnold, Connelly, Gellatly, Walsh, & Withey, 2017, p. 1042), including short-term planning, clarifying responsibilities and monitoring operations (Yukl et al., 2002).”
The Relationships among Servant Leadership , Organizational Citizenship Behavior , Person-Organization Fit , and Organizational Identification (2010, background): “These empirical studies include: Barbuto and Wheeler (2006), Bekker (2005, 2006), Dannhauser (2006), Dennis (2004), Dennis and Winston (2003), Dingman and Stone (2006), Drury (2004), Hebert (2004), Helland (2003), Irving (2004, 2005a, 2005b, 2008), Irving and Longbotham (2006, 2007a, 2007b), Koshal ”
Global leadership success through emotional and cultural intelligences (2005, background): “…Gordon, and Tom Taber, after reviewing a half-century of leadership behavior research conducted primarily in the U.S., concluded that leaders must successfully perform 12 behaviors, which can be grouped into three broad categories: task, relationship, and change/innovation (Yukl et al., 2002).”