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The relative impact of complementary leader behaviors: Which matter most? · Study

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ArticleThe relative impact of complementary leader behaviors: Which matter most?

Ronald F. Piccolo2012

Article2012

The relative impact of complementary leader behaviors: Which matter most?

Ronald F. Piccolo · Joyce E. Bono · Kathrin Heinitz · Jens Rowold · Emily E. Duehr · Timothy A. Judge

180 citations·0/0 files stored·The Leadership Quarterly

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Employee Performance and Leadership

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1981Culture's Consequences: International Differences in Work-Related Values 1983Culture's Consequences: International Differences in Work-Related Values.1987Leadership and Performance beyond Expectations 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 2015Leadership : Theory and Practice 2001Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.2015Methods of Meta-Analysis: Correcting Error and Bias in Research Findings

Cited by

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Year2012

Typearticle

Published2012-01-26

VenueThe Leadership Quarterly

ISSN-L1048-9843

Languageen

Citations180

Files0 public / 0

ShelfJob Satisfaction and Organizational Behavior

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doi10.1016/j.leaqua.2011.12.008

openalex_workW1996999344

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2014

Predicting Survey Responses: How and Why Semantics Shape Survey Statistics on Organizational Behaviour

2018Narcissistic leaders: An asset or a liability? Leader visibility, follower responses, and group-level absenteeism.

2014The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

2022Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector