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
Professor Olga Epitropaki's Outputs (4)
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 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
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