Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cd9895bd7-gbm5v Total loading time: 0 Render date: 2024-12-26T17:25:39.214Z Has data issue: false hasContentIssue false

18 - Leader Behaviors and the Changing Nature of Work

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
John W. Michel  and
Gary Yukl
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
Get access

Summary

As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

Keywords

changing nature of workleader behaviorsflexible leadershipsituational leadership
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 383 - 405
Publisher: Cambridge University Press
Print publication year: 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Alton, L. (2018, January 24). Why the gig economy is the best and worst development for workers under 30. Forbes. Retrieved from www.forbes.com/sites/larryalton/2018/01/24/Google Scholar
Ancona, D. G., & Caldwell, D. F. (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37, 634–665.CrossRefGoogle Scholar
Anonymous. (2018). Pay Equity & Discrimination. Retrieved June 21, 2018, from https://iwpr.org/issue/employment-education-economic-change/pay-equity-discrimination/Google Scholar
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15(6), 801–823.CrossRefGoogle Scholar
Avolio, B. J., Waldman, D. A., & Einstein, W. O. (1988). Transformational leadership in a management game simulation. Group & Organization Management, 13(1), 59–80.Google Scholar
Bagger, J., & Li, A. (2014). How does supervisory family support influence employees’ attitudes and behaviors? A social exchange perspective. Journal of Management, 40(4), 1123–1150.Google Scholar
Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Harper.Google Scholar
Bowers, D. G., & Seashore, S. E. (1966). Predicting organizational effectiveness with a four-factor theory of leadership. Administrative Science Quarterly, 11, 238–263.CrossRefGoogle Scholar
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.Google Scholar
Bureau of Labor Statistics, U. (n.d.). STEM 101: Intro to tomorrow’s jobs. Retrieved from www.bls.gov/ooqGoogle Scholar
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. Leadership Quarterly, 17(3), 288–307.Google Scholar
Burke, R. J., & Ng, E. (2006). The changing nature of work and organizations: Implications for human resource management. Human Resource Management Review, 16(2), 86–94.Google Scholar
Center for American Progress. (2017). The women’s leadership gap. Retrieved July 19, 2018, from www.americanprogress.org/issues/women/reports/2017/05/21/432758/womens-leadership-gap/Google Scholar
Chamorro-Premuzic, T., Wade, M., & Jordan, J. (2018). As AI makes more decisions, the nature of leadership will change. Harvard Business Review, 2–7. Retrieved from https://hbr.org/2018/01/as-ai-makes-more-decisions-the-nature-of-leadership-will-changeGoogle Scholar
Cox, T. H., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(3), 45–56.Google Scholar
DeRue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64(1), 7–52.Google Scholar
Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology, 99(5), 771–783.Google Scholar
Druskat, V. U., & Wheeler, J. V. (2003). Managing from the boundary: The effective leadership of self-managed work teams. Academy of Management Journal, 46(4), 435–457.Google Scholar
Dussauge, P., & Garrette, B. (1999). Cooperative strategy: Competing successfully through strategic alliances. Chichester, UK: Wiley.Google Scholar
Dvir, T., & Shamir, B. (2003). Follower developmental characteristics as predicting transformational leadership: A longitudinal field study. Leadership Quarterly, 14(3), 327–344.CrossRefGoogle Scholar
Economist, (2017). The future of work. Artificial intelligence: Anything you can do, AI can do better. So how will it change the workplace? Retrieved June 22, 2018, from http://webcache.googleusercontent.com/search?q=cache:BFG_OxtrgHcJ:learnmore.economist.com/story/Google Scholar
Economist Intelligence Unit. (2014). What’s next: Future global trends affecting your organization. Evolution of work and the worker. New York, NY: SHRM Foundation and Economist Intelligence Unit. Retrieved from www.shrm.org/hr-today/news/hr-magazine/Documents/Google Scholar
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573.Google Scholar
Ekvall, G., & Arvonen, J. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7, 17–26.Google Scholar
Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33, 290–320.Google Scholar
Fleishman, E. A. (1953). The description of supervisory behavior. Personnel Psychology, 37, 1–6.Google Scholar
Forbes Coaches Council (2017). What can your organization do to become more innovative? Retrieved June 12, 2018, from www.forbes.com/sites/forbescoachescouncil/2017/07/13/what-can-your-organization-do-to-become-more-innovative/#55d311cf4bfaGoogle Scholar
Frey, C. B., & Osborne, M. A. (2013). The future of employment: How susceptible are jobs to computerisation? Retrieved from www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdfGoogle Scholar
Fried, J., & Hansson, D. H. (2013). Remote: Office not required. London, UK: The Crown Publishing Group.Google Scholar
Fry, L. W. (2003). Toward a theory of spiritual leadership. Leadership Quarterly, 14(6), 693–727.CrossRefGoogle Scholar
Gentry, W. A., Griggs, T. L., Deal, J. J., Mondore, S. P., & Cox, B. D. (2011). A comparison of generational differences in endorsement of leadership practices with actual leadership skill level. Consulting Psychology Journal, 63(1), 39–49.Google Scholar
Gil, F., Rico, R., Alcover, C. M., & Barrasa, Á. (2005). Change‐oriented leadership, satisfaction and performance in work groups. Journal of Managerial Psychology, 20(3/4), 312–328.CrossRefGoogle Scholar
Giles, M. (2018). Six cyber threats to really worry about in 2018. Retrieved June 12, 2018, from www.technologyreview.com/s/609641/six-cyber-threats-to-really-worry-about-in-2018/Google Scholar
Global Alliance Game | Carpenter Strategy Toolbox. (2012). Retrieved July 24, 2018, from https://carpenterstrategytoolbox.com/2012/07/25/global-alliance-game/Google Scholar
Golden, T. D. (2006). Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions. Journal of Vocational Behavior, 69(1), 176–187.Google Scholar
Golden, T. D., Veiga, J. F., & Simsek, Z. (2006). Telecommuting’s differential impact on work–family conflict: Is there no place like home? Journal of Applied Psychology, 91(6), 1340–1350.CrossRefGoogle ScholarPubMed
Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.Google Scholar
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.CrossRefGoogle Scholar
Grant, A. M., & Parker, S. K. (2009). Redesigning work design theories: the rise of relational and proactive perspectives. Academy of Management Annals, 3(1), 317–375.Google Scholar
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.Google Scholar
Grinyer, P. H., Mayes, D., & McKiernan, P. (1990). The sharpbenders: Achieving a sustained improvement in performance. Long Range Planning, 23, 116–125.Google Scholar
Halbesleben, J. R. B. (2006). Sources of social support and burnout: a meta-analytic test of the conservation of resources model. Journal of Applied Psychology, 91(5), 1134–45.CrossRefGoogle ScholarPubMed
Halpin, A. W., & Winer, B. J. (1957). A factorial study of the leader behavior descriptions. In Stogdill, R. M. & Coons, A. E. (Eds.), Leader behavior: Its description and measurement. Columbus, OH: Bureau of Business Research, Ohio State University.Google Scholar
Hand, H. H., & Slocum, J. W. (1972). A longitudinal study of the effect of a human relations training program on managerial effectiveness. Journal of Applied Psychology, 56, 412–418.Google Scholar
Hansson, D. H. (2013). A new workplace manifesto: In praise of freedom, time, space, and work. Retrieved July 19, 2018, from www.fastcompany.com/3020833/a-new-luxury-manifesto-in-praise-of-freedom-time-space-and-working-remotelyGoogle Scholar
Hassan, R., Prussia, G., Mahsud, R., & Yukl, G. (2018). How leader networking, external monitoring, and representing are relevant for effective leadership. Leadership and Organization Development Journal, 39(4), 454–467.Google Scholar
Hearn, S. (2016). The modern challenges of managing remote performance. Retrieved July 19, 2018, from www.entrepreneur.com/article/284150Google Scholar
Hersey, P., & Blanchard, K. H. (1984). The management of organizational behavior (4th ed.). Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Hoffman, B. J., Woehr, D. J., Maldagen-Youngjohn, R., & Lyons, B. D. (2011). Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness. Journal of Occupational and Organizational Psychology, 84(2), 347–381.Google Scholar
House, R. J. (1971). A path–goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–339.CrossRefGoogle Scholar
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36–51.CrossRefGoogle ScholarPubMed
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, January–February, 33–42.Google Scholar
Kelly, B. K. (2015). The aging workforce: Four steps to maximize older workers in your organization. Chapel Hill, NC: UNC Kenan-Flager Business School, University of North Carolina.Google Scholar
Kim, H., & Yukl, G. (1995). Relationships of self-reported and subordinate-reported leadership behaviors to managerial effectiveness and advancement. Leadership Quarterly, 6, 361–377.CrossRefGoogle Scholar
Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach (2nd ed.). Columbus, OH: McGraw-Hill.Google Scholar
Knight, R. (2015). How to manage remote direct reports. Harvard Business Review Digital Articles, 2–6. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=118666569&site=ehost-liveGoogle Scholar
Kolbjørnsrud, V., Amico, R., & Thomas, R. J. (2016). How artificial intelligence will redefine management. Harvard Business Review, July, 1–7. Retrieved from https://hbr.org/2016/11/how-artificial-intelligence-will-redefine-managementGoogle Scholar
Kossek, E. E., Pichler, S., Hammer, L. B., Bodner, T., & Hammer, L. B. (2014). Workplace social support and work–family conflict: A meta-analysis clarifying the influence of general and work–family-specific supervisor and organizational support, workplace social support and work–family conflict construct definitions and linkages. Personnel Psychology, 64(2), 1–15.Google Scholar
Kupperschmidt, B. R. (2000). Multigeneration employees: Strategies for effective management. Health Care Manager, 19, 65–76.Google Scholar
Latham, G. P., & Saari, L. (1979). The application of social learning theory to training supervisors through behavioral modeling. Journal of Applied Psychology, 64, 239–246.CrossRefGoogle Scholar
Macky, K., Gardner, D., & Forsyth, S. (2008). Generational differences at work: Introduction and overview. Journal of Managerial Psychology, 23, 857–861.Google Scholar
Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56(5), 1372–1395.Google Scholar
Michel, J. W., Lyons, B. D., & Cho, J. (2010). Is the full-range model of leadership really a full-range model of effective leader behavior? Journal of Leadership & Organizational Studies, 18(4), 493–507.Google Scholar
Michel, J. W., & Tews, M. J. (2016). Does leader–member exchange accentuate the relationship between leader behaviors and organizational citizenship behaviors? Journal of Leadership & Organizational Studies, 23(1), 13–26.Google Scholar
Michel, J. W., Tews, M. J. & Allen, D. G. (2019). Fun in the workplace: A review and expanded theoretical perspective. Human Resource Management Review, 29, 98–110.Google Scholar
Mintzberg, H. (1973). The nature of managerial work. New York, NY: Harper & Row.Google Scholar
Misumi, J., & Peterson, M. (1985). The performance-maintenance (PM) theory of leadership: Review of a Japanese research program. Administrative Science Quarterly, 30, 198–223.Google Scholar
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. Leadership Quarterly, 13(6), 705–750.Google Scholar
Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex: Leadership skill requirements across organizational levels. Leadership Quarterly, 18(2), 154–166.Google Scholar
Ortman, J. M., Velkoff, V. A., & Hogan, H. (2014). An aging nation: The older population in the United States population estimates and projections current population reports. Retrieved from www.census.gov/populationGoogle Scholar
Roberts, K., Kossek, E. E., & Ozeki, C. (1998). Managing the global workforce: Challenges and strategies. Academy of Management Executive, 12(4), 93–106.Google Scholar
Schneider, B. (1987). The people make the place. Personal Psychology, 40, 437–453.Google Scholar
Schneider, B., Salvaggio, A. N., & Subirats, M. (2002). Climate strength: A new direction for climate research. Journal of Applied Psychology, 87(2), 220–229.Google Scholar
Seifert, C. F., & Yukl, G. (2010). Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment. Leadership Quarterly, 21(5), 856–866.CrossRefGoogle Scholar
SHRM Foundation (2014a). The aging workforce – state of older workers in US organizations. Alexandria, VA: Society for Human Resource Management.Google Scholar
SHRM Foundation (2014b). What’s next: Future global trends affecting your organization. Evolution of work and the worker. New York, NY: Society for Human Resource Management.Google Scholar
Strauss, K. (2017, March 8). 10 great “gig economy” jobs for 2017. Forbes. Retrieved from www.forbes.com/sites/karstenstrauss/2017/03/08/10-great-gig-economy-jobs-for-2017/#1403e24c25c9Google Scholar
Tkaczyk, C. (2013). Marissa Mayer breaks her silence on Yahoo’s telecommuting policy. Fortune. Retrieved July 19, 2018, from http://fortune.com/2013/04/19/marissa-mayer-breaks-her-silence-on-yahoos-telecommuting-policy/Google Scholar
Toossi, M. (2016). A look at the future of the US labor force to 2060. Spotlight on Statistics: US Bureau of Labor Statistics. Retrieved June 22, 2018, from www.bls.gov/spotlight/2016/a-look-at-the-future-of-the-us-labor-force-to-2060/home.htmGoogle Scholar
UK Essays, (2015). Why have strategic alliances grown in popularity? Retrieved June 13, 2018, from www.ukessays.com/essays/business-strategy/strategic-alliances-is-the-cause-of-popularity.phpGoogle Scholar
US Census Bureau. (2017). Educational attainment in the United States. Retrieved June 21, 2018, from www.census.gov/data/tables/2017/demo/education-attainment/cps-detailed-tables.htmlGoogle Scholar
Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision making. Pittsburgh, PA: University of Pittsburgh Press.Google Scholar
Ware, J. (2011). The changing nature of work: What’s in it for me? Retrieved June 22, 2018, from www.Slideshare.Net/Jpware/The-Changing-Nature-Of-Work-Whats-In-It-For-MeGoogle Scholar
Wegman, L. A., Hoffman, B. J., Carter, N. T., Twenge, J. M., & Guenole, N. (2018). Placing job characteristics in context: Cross-temporal meta-analysis of changes in job characteristics since 1975. Journal of Management, 44(1), 352–386.CrossRefGoogle Scholar
Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251–289.CrossRefGoogle Scholar
Yukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8(1), 33–49.Google Scholar
Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26, 66–85.Google Scholar
Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.Google Scholar
Yukl, G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership and Organizational Studies, 9(1), 15–32.Google Scholar
Yukl, G., & Lepsinger, R. (2005). Why integrating the leading and managing roles is essential for organizational effectiveness. Organizational Dynamics, 34(4), 361–375.Google Scholar
Yukl, G., & Mahsud, R. (2010). Why flexible, adaptive leadership is important. Consulting Psychology Journal, 62(2), 81–93.Google Scholar
Zaccaro, S. J., Gilbert, J. A., Thor, K. K., & Mumford, M. D. (1991). Leadership and social intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly, 2, 317–342.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×