How leader networking, external monitoring, and representing are relevant for effective leadership
| Autor: | Shahidul Hassan, Gregory E. Prussia, Gary Yukl, Rubina Mahsud |
|---|---|
| Rok vydání: | 2018 |
| Předmět: |
Value (ethics)
Organizational Behavior and Human Resource Management Knowledge management business.industry media_common.quotation_subject 05 social sciences Joint influence Context (language use) 0506 political science Originality Perception 0502 economics and business 050602 political science & public administration Business Management and Accounting (miscellaneous) Workgroup business Psychology 050203 business & management media_common |
| Zdroj: | Leadership & Organization Development Journal. 39:454-467 |
| ISSN: | 0143-7739 |
| DOI: | 10.1108/lodj-02-2018-0064 |
| Popis: | Purpose The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness. Design/methodology/approach Data were gathered by surveying subordinates of 233 managers in various types of organizations. Findings The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors. Originality/value Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
|