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

Yukl, Gary; Gordon, Angela; Taber, Tom D.

doi:10.1177/107179190200900102

Cited by 681 publications

(915 citation statements)

References 55 publications

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“…Relation oriented leadership can create a stronger effect on employee motivation (both from job and leader motivation), comparing to task oriented leadership, which possesses a slightly stronger effect on leader performance. according to [20], [21], there are five specific relations oriented behaviors, which involve establishing an effective leadership style, including: a) Team building, b) consulting and delegating, c) Supporting, d) Developing, e) Recognizing. [22] proved that this leadership behavior would reduce employee turnover; moreover, [23] reported "the leadership behaviors of individualized support and intellectual stimulation resulted in higher levels of employee motivation".…”

Section: Relation Oriented Leadershipmentioning

confidence: 99%

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

Khương¹,

Hoang²

2015

IJTEF

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Abstract-This research chose auditing field as a case study to investigate and evaluate the overall leadership styles effects on employee motivation. The research applied quantitative method with a sample size of 320 respondents -auditors working in Ho Chi Minh City. The independent variables were task-oriented leadership, relation-oriented leadership, change-oriented leadership, charismatic leadership, participative leadership, ethical leadership, ethic-based contingent reward leadership and autocratic leadership and employee motivation was the dependent variable. These independent variables could explain 64.5 % of the variation within employee motivation. This result implied a strong influence of leadership styles in retaining and developing employee motivation. In addition, this research indicated that charismatic leadership, relation-oriented leadership, and ethic-based contingent reward leadership were positively associated with employee motivation.Index Terms-Auditing field in Ho Chi Minh City, auditors, employee motivation, leadership styles, leadership behaviors.

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Section: Relation Oriented Leadershipmentioning

confidence: 99%

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

Khương¹,

Hoang²

2015

IJTEF

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“…This implicit assumption has been criticized by a number of scholars (e.g., Hunt & Ropo, 2004;Uhl-Bien et al, in press) -criticism warranted with even a cursory consideration of the situations and contexts leaders face on a daily basis. Consider, for example, the constituencies leaders may interact with: lower-level subordinates, key lieutenants, customers, suppliers, other leaders, their superiors, competitors, or even other organizational leaders -all of which may also interact with one another in some fashion (Mintzberg, 1973;Yukl, Gordon, & Tabor, 2002). If we also consider the complex cognitive tasks leaders must engage in, such as planning, forecasting and problemsolving, the contextual complexity increases nearly exponentially (e.g., Marta, Leritz, & Mumford, 2005;Mumford, Bedell-Avers & Hunter, in press).…”

Section: Complexity and Leadershipmentioning

confidence: 99%

Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation

Hunter

Bedell-Avers

Mumford

2009

The Leadership Quarterly

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“…15,17,18 The model includes a taxonomy of leadership behaviors categorized as relation-, change-, and task-oriented behaviors. 19 More specifically, relation-oriented behaviors include concerns for the provision of support, recognition, and encouragement of mutual trust and cooperation among team members. Change-oriented behaviors, on the other hand, focus on envisioning change, understanding the need for change, and encouraging efforts to implement change.…”

Section: Introductionmentioning

confidence: 99%

“…Lastly, task-oriented behaviors involve organizing and planning work activities, clarifying roles and responsibilities, and following up on performance. 19,20 The use of all three types of behaviors contributes to effective leadership 2,15,17,19 for implementing CPGs. 15,18 Inspired by the study by Gifford et al and the model proposed, we developed a leadership intervention to support managers to implement national guidelines for stroke care in outpatient rehabilitation.…”

Section: Introductionmentioning

confidence: 99%

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

Tistad

Palmcrantz

Wallin

et al. 2016

Int J Health Policy Manag

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Background: Previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (CPGs), yet little is known about interventions aiming to develop managers' leadership in facilitating implementation. In this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the intervention's potential to support managers in the implementation of national guideline recommendations for stroke care in outpatient rehabilitation. Methods: Eleven senior and frontline managers from five outpatient stroke rehabilitation centers participated in a fourmonth leadership intervention that included workshops, seminars, and teleconferences. The focus was on developing knowledge and skills to enhance the implementation of CPG recommendations, with a particular focus on leadership behaviors. Each dyad of managers was assigned to develop a leadership plan with specific goals and leadership behaviors for implementing three rehabilitation recommendations. Feasibility and usefulness were explored through observations and interviews with the managers and staff members prior to the intervention, and then one month and one year after the intervention. Results: Managers considered the intervention beneficial, particularly the participation of both senior and frontline managers and the focus on leadership knowledge and skills for implementing CPG recommendations. All the managers developed a leadership plan, but only two units identified goals specific to implementing the three stroke rehabilitation recommendations. Of these, only one identified leadership behaviors that support implementation. Conclusion: Managers found that the intervention was delivered in a feasible way and appreciated the focus on leadership to facilitate implementation. However, the intervention appeared to have limited impact on managers' behaviors or clinical practice at the units. • Pilot studies preceding larger implementation studies are useful to ensure both intervention and data collection feasibility. Implications for the publicTo this day, changes in healthcare are a major challenge; many of today's errors and adverse events could be prevented by using evidence-based practice (EBP). However, implementing EBP is easier said than done, and a complete picture as to what facilitates this process is yet to come. One aspect considered vital is the behavior of managers to facilitate guideline implementation. In this study, we piloted a leadership intervention based on a particular theoretical model to support managers in developing implementation plans. We found that the managers appreciated the model, and found it relevant to their practice. However, few implementation plans reflected their own role in facilitating the implementation of stroke rehabilitation guidelines. Further studies should provide supplementary support to managers, in order to facilitate their guideline implementation.

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

Cited by 681 publications

References 55 publications

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

The Effects of Leadership Styles on Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam

Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation

Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and Usefulness

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