Leadership in organizations

By S. Stashevsky, R. Burke. 2006

3,335 citations recorded by the source corpus.

Subfields: Management, Monitoring, Policy and Law, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ed35ee10d7c62d1cdcdc154dbe0cfd663ed111e6

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In Management, Monitoring, Policy and Law

In Organizational Behavior and Human Resource Management

Citations in the corpus

Untangling the Networking Phenomenon (2015, background): “…assuming the “networking for work performance” perspective conceptualizes networking as a practice that enables managers or leaders to access interpersonal resources that are necessary and useful for facilitating work-related activities (Luthans, Rosenkrantz, & Hennessey, 1985; Yukl, 1989).”
Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006, background): “Since leadership is often considered as creating change in organizations (Bryman, 1996), the implication of structuring is that leadership not only occurs through the managerial role, but also in the “disruptions” of daily interaction patterns that effect change in structure.”
The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance (2006, background): “Although transactional leadership has typically been characterized as leadership of the past (Bass, 1996), it clearly is still a viable leadership strategy in ongoing organizational operations (Yukl, 2002; Cox et al., 2003; Pearce, 2004).”
Motivated Information Processing in Group Judgment and Decision Making (2008, background): “Zaccaro et al. (1995) showed that low-task-cohesive groups performed particularly poorly when decision urgency was high, and high-task-cohesive groups performed better and equally well in high- and low-urgency situations, respectively.”
Handbook of Media Management and Economics (2006, background): “It also ignores the context of the leadership situation, and it uses success as the criterion by which leadership is defined (Bryman, 1996).”
The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “However, middle management’s influence is narrower, to aspects where small group leadership is more relevant (Yukl, 1994).”
TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META-ANALYTIC TEST OF THEIR RELATIVE VALIDITY (2011, background): “This is because overall effectiveness criteria encompass the degree to which leaders facilitate task performance but also the degree to which leaders develop relationships with and consider the welfare of followers (Yukl, 2006).”
Leadership and innovation: The moderator role of organization support for innovative behaviors (2017, result): “(2010) focusing on moderation is consistent with the contingency approach in leadership, which provides compelling evidence that leader effectiveness is often dependent on other factors (e.g., task context, follower characteristics; e.g., Fiedler, 1964; House et al., 1971; Yukl, 2002; van Knippenber”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “Thus, organizations can facilitate leadership effectiveness by removing organizational barriers such as organizational structure and levels as they have been suggested that organizational levels is one of the factors that influence leadership style (Mintzberg, 1980; Yukl, 2002).”
Transformational and transactional leadership and followers’ chronic stress (2009, background): “The leadership domain has recently focused on the so-called “new leadership paradigm” (Yukl, 2002) such as transformational leadership (Alban-Metcalfe & AlimoMetcalfe, 2007; Bass, 1999; Harvey, Royal & Stout, 2003; Trautmann, Maher & Motley, 2007).”
Understanding Employees’ Perceptions of Human Resource Practices: Effects of Demographic Dissimilarity to Managers and Coworkers (2017, background): “Although managers are generally seen as powerful in shaping employees’ perceptions (Yukl, 2010), research on followership also suggests that employees’ experience and reactions are likely to influence managers’ perceptions at workplace (Van Vugt, Hogan, & Kaiser, 2008).”
The Relationship Between School Administrators’ Leadership Styles, School Culture, and Organizational Image (2020, background): “Utilizing the human and material resources of educational institutes and sustaining their existence depend on an effective management approach, strong cultural texture, and strategic leadership that is compatible with the changing conditions of the world (Vélez et al., 2017; Yukl, 2008).”
Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, background): “The result is that followers are motivated to exhibit positive behaviors and have a sense of self-worth and obligation to reciprocate (e.g., Illies et al., 2005; Yukl, 2002).”
Transformational versus servant leadership: a difference in leader focus (2004, background): “In summary, the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve ”
Who Makes a Good Leader? Cooperativeness, Optimism, and Leading‐By‐Example (2012, background): “See Yukl (1989) for a comprehensive treatment. In natural settings, the role of a leader may encompass a broad range of activities—coordinating and organizing efficient allocation of individual tasks, mediating conflicts, designing incentive schemes, disciplining deviators, maintaining group relatio”
Developing leadership skills among adolescents and young adults: a review of leadership programmes (2018, background): “Definitions also vary in whether they are primarily descriptive or normative as well as in their relative emphasis on behavioural styles (Den Hartog & Koopamn, 2001).”
The Social Network Ties of Group Leaders: Implications for Group Performance and Leader Reputation (2006, background): “Less attention has been paid to the potential for the ongoing social relationships in which leaders are embedded to explain the relative performance of the groups they lead (cf. Brass and Krackhardt 1999, Yukl 2002).”