How leader networking, external monitoring, and representing are relevant for effective leadership

Abstract

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.