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The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior.

In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome.

Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction.

Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested.

The findings can be used to improve leadership training and development for most managers.

The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.

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.

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

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.

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.

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

The purpose of this paper is to determine if the relationships found between a leader's behavior and the quality of the exchange relationship with a subordinate can be replicated using a different measure of leader‐member exchange (LMX) and a different sample.

The paper reports the result of a survey study with a sample of 239 employees who rated specific behaviors of their manager and the quality of the LMX relationship.

In a regression analysis that included several other important leader behaviors, supporting, delegating, and leading by example were statistically significant predictors of LMX.

The findings suggest that the positive relationship found in several earlier studies between LMX and a broad measure of transformational leadership was not interpreted correctly.

The results from this study identify specific leader behaviors that are likely to be useful for developing a stronger exchange relationship with individual subordinates.

The leader behaviors identified in the present study also have clear implications for the effectiveness of top executives and political leaders.

More types of leadership behavior were measured than in earlier LMX studies, the limitations of broadly‐defined behaviors were avoided, and a different measure of LMX was used than in most prior studies on the relationship of leader behaviors to LMX.

The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and leader effectiveness.

Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling.

The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness.

This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

Many studies have examined outcomes and antecedents of leader‐member exchange (LMX), but few studies have explored how LMX is related to specific types of leadership behaviors. The purpose of this paper is to examines a more comprehensive set of leader behaviors than any previous study on LMX.

This paper reports the result of a survey study with a sample of 248 respondents from a diverse set of industries, organizations, and occupations. Respondents rated specific behaviors of their manager and the quality of the exchange relationship.

Four of the five relations‐oriented behaviors (supporting, recognizing, consulting, and delegating) were strongly related to LMX. The task‐oriented behaviors (clarifying, planning, monitoring) were not significantly related to LMX. Results for the transformational behaviors were mixed. The relations‐oriented aspects of transformational leadership appear to have more influence on LMX than the change‐oriented aspects.

The present study clarifies the relationship between leader behavior and LMX. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.

Leader empathy, ethical values, and relations‐oriented behavior all appear to be relevant for effective leadership, but nobody has examined how all three variables are jointly related to leader‐member exchange quality (LMX). The purpose of this study is to examine these relationships and test a proposed model describing them.

Data were collected with a questionnaire from subordinates of leaders in several organizations, and SEM path analysis was used to test alternative models.

The results indicated that a leader's relations‐oriented behavior fully mediated the relationship between leader empathy on LMX and partially mediated the relationship between ethical leadership and LMX. Recommendations for future research to verify and extend the results were provided.

This is the first empirical study to simultaneously examine the complex relationships among these four different aspects of leadership (i.e. a skill, values, behaviors, and exchange relationship). The authors' measure of ethical leadership minimizes confounding with other constructs, which is a problem in earlier studies. The practical implication is that leader empathy and ethical leadership should be included in leadership selection and development programs.

The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.

Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.

Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.

The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.

As manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.

This is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.

This article was written to encourage scholars to not forget to include the power of hierarchy in their studies of leadership in public sector organizations. Contemporary theories of leadership too often assume that hierarchy will wither away once the leader imposes his or her will on the organization, an assumption that does not seem to work in reality given the bureaucratic nature of public organizations. Instead it is argued that we can learn about public sector leadership needs by remembering the power of hierarchy and what it demands in terms of leadership from different levels in the organization. The article concludes with speculation as to how future research on leadership might be directed with hierarchy in mind.

The purpose of this paper is to test the theoretical proposition, put forward by Yukl et al. (2002), that the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure can be arranged into three meta-categories of leadership, namely, relations, task, and change-oriented leadership.

After a comprehensive literature search, 1,402 correlations from 286 sources were obtained which referred to the above mentioned leadership constructs and outcome criteria of effective leadership.

It was found that three meta-categories of leadership (i.e. relations, task, and change-oriented leadership) were sufficient to explain the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure. Moreover, it was also found that change-oriented leadership was most effective in predicting the job satisfaction of followers. In contrast, relations-oriented leadership accounted for most of the variance in both commitment and job performance.

In combination, these results allow for a more comprehensive, integrative description of effective leadership behavior.

The results have implications for leadership assessment and development as well as leader selection and feedback.

Applying Occam’s razor, and in contrast to the majority of prior leadership studies, the present meta-analytical study provided evidence that three categories of leadership behaviors allow for a precise and comprehensive description of effective leadership behavior.