The moderating role of individual differences in the relation between transformational/transactional leadership and organizational identification.
(2005)
Journal Article
Epitropaki, O., & Martin, R. (2005). The moderating role of individual differences in the relation between transformational/transactional leadership and organizational identification. The Leadership Quarterly, 16, 569-589
Outputs (33)
Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership. (2005)
Journal Article
Hogg, M., Martin, R., Epitropaki, O., Mankad, A., Svensson, A., & Weeden, K. (2005). Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership. Personality and Social Psychology Bulletin, 31(7), 991-1004
The role of environmental initiatives in encouraging companies to engage in environmental reporting (2005)
Journal Article
Dixon, R., Mousa, G., & Woodhead, A. (2005). The role of environmental initiatives in encouraging companies to engage in environmental reporting. European Management Journal, 23(6), 702-716. https://doi.org/10.1016/j.emj.2005.10.014A number of studies have indicated that the environmental disclosure of corporations is still at a very low level even though they are faced with increasing pressures from diverse stakeholder groups, including governmental agencies, to address enviro... Read More about The role of environmental initiatives in encouraging companies to engage in environmental reporting.
Managing Global Marketing Relationships. (2005)
Book Chapter
Ellis, N. (2005). Managing Global Marketing Relationships. In K. Lee, & S. Carter (Eds.), Global Marketing Management: Changes, New Challenges & Strategies (416-454). Oxford University Press
When the inferior candidate is offered the job: the selection interview as a political and power game (2005)
Journal Article
Bozionelos, N. (2005). When the inferior candidate is offered the job: the selection interview as a political and power game. Human Relations, 58(12), 1605-1631. https://doi.org/10.1177/0018726705061437The article seeks to advance the view that the selection interview frequently serves as a political arena for various power networks in the organization whose interests may be conflicting. Members of the interview panel try to advance the interests o... Read More about When the inferior candidate is offered the job: the selection interview as a political and power game.
The role of the Japanese Yen in Asian exchange rate determination (2005)
Book Chapter
Kearney, C., & Muckley, C. (2005). The role of the Japanese Yen in Asian exchange rate determination. In T. Fetherston, & J. Batten (Eds.), Asian Pacific financial markets in comparative perspective : issues and implications for the 21st century (29-52). Elsevier
(De)constructing the Market for Animal Feeds: A Discursive Study. (2005)
Journal Article
Ellis, N., Higgins, M., & Jack, G. (2005). (De)constructing the Market for Animal Feeds: A Discursive Study. Journal of Marketing Management, 21, 117-146
The role of Leader-Member Exchanges in mediating the relationship between locus of control and work reactions. (2005)
Journal Article
Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of Leader-Member Exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78, 141-146
Using Transaction Data to Measure Operational Risk (2005)
Book Chapter
Hughes, P. (2005). Using Transaction Data to Measure Operational Risk. In E. Davis (Ed.), Operational Risk - Practical Approaches to Implementation. Incisive Media
From ideal to real: A longitudinal study of Implicit Leadership Theories, Leader-Member Exchanges and employee outcomes. Paper reprinted in the “Benchmarks of Leadership” series by SAGE in the “Psychology of Leadership” volume edited by Alexander Haslam & Stephen D. Reicher. (2005)
Journal Article
Epitropaki, O., & Martin, R. (2005). Paper reprinted in the “Benchmarks of Leadership” series by SAGE in the “Psychology of Leadership” volume edited by Alexander Haslam & Stephen D. Reicher. Journal of Applied Psychology, 90(4), 659-676