Taking charge and task performance

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

1. Employee performance impacted on their taking charge; 2. Employee performance impacted on the LMX relationship; 3. Leader task orientation [LTO] predicted the LMX relationship; 4. The interaction between LTO and employee performance also impacted on the LMX relationship

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2022), "Taking charge and task performance", Development and Learning in Organizations, Vol. 36 No. 5, pp. 35-37. https://doi.org/10.1108/DLO-11-2021-0199