The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification ☆

By O. Epitropaki, Robin Martin. 2005

319 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2f0a5107302a00778ea46b5b915d455aafc81916

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification (2020, background): “…and transformational leadership behaviors, such as communicating a compelling vision, emphasizing shared values, and priming the collective level of employees’ self-identity, increase employees’ levels of identification with the organization (Epitropaki & Martin, 2005; Kark & Shamir, 2002).”
Role of transformational and transactional leadership on job satisfaction and career satisfaction (2010, background): “Transactional leadership style provides high satisfaction and organizational identification as compared to transformational leadership style (Wu, 2009; Epitropaki and Martin, 2005) despite the reason transactional leaders have substantial influence on the followers (Boseman, 2008).”
Has Agency Theory Run its Course?: Making the Theory More Flexible to Inform the Management of Reward Systems (2012, background): “…contextual factors to better understand the effect of various control mechanisms on individual behavior, thus mitigating the possibility of managerial interventions inaccurately gauging the effects of context on employee perceptions, attitude, and ultimately behaviors (Epitropaki & Martin, 2005).”
Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “Researchers have proposed that transformational leadership increases followers’ organizational identification (Epitropaki & Martin, 2005; Kark & Shamir, 2002; Shamir et al., 2003; van Knippenberg et al, 2004), so they begin to see themselves as “one” with the organization (Asforth & Mael, 1989) and…”
Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation (2012, background): “…to moderators according to one or more of several categories: employee individual differences such as cultural orientation and employee affectivity (Epitropaki & Martin, 2005; Jung, Yammarino, & Lee, 2009), leader–member relationship such as trust, loyalty, social distance, and physical distance…”
Organizational Identity and Organizational Identification (2013, background): “It has been shown that the positive effect of transformational leadership on employee OID is stronger for employees with more frequent negative affective experience or less frequent positive affective experience in an organization (Epitropaki & Martin, 2005).”
Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators (2009, methodology): “…survey method is by far the most widespread approach to the study of leadership moderators and individual innovation (e.g. Bunce & West, 1995; Epitropaki & Martin, 2005; Pierce et al., 1993; Pierro et al., 2005; Podsakoff et al., 1996; Scott & Bruce, 1994), although longitudinal research is…”
Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks (2016, unknown): “On the other hand, transactional leadership is found to enhance the job satisfaction and organizational identi ﬁ cation as compared to transformational leadership (Epitropaki & Martin, 2005; LePine, Zhang, Crawford, & Rich, 2015).”
Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy (2013, methodology): “Common method bias is unlikely to result in statistical interactions (Aiken & West, 1991 ; Epitropaki & Martin, 2005 ).”
A multi-level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: testing a moderated-mediated model (2013, background): “…environment blends Eastern and Western values and it is not uncommon for organizational research to report findings similar to those of studies conducted in the United States (e.g., Epitropaki & Martin, 2005; Kapoutsis et al., 2010; Tomprou, Nikolaou & study results can be fully determined.”
Employee resilience and leadership styles: The moderating role of proactive personality and optimism. (2016, background): “…researched, both in relation to direct effects, and considering the moderating role of individual differences (e.g., Ehrhart & Klein, 2001; Epitropaki & Martin, 2005; Harland, Harrison, Jones, & Reiter-Palmon, 2004; Hetland, Sandal, & Johnsen, 2008; Woolley, Caza, & Levy, 2011; Zhu,…”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Positive affectivity was found to be associated with weaker and negative affectivity with stronger relationships with organizational identification, as was follower connectedness (Epitropaki & Martin, 2005).”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, result): “This finding is partly in line with researchers (Howell, Dorfman, & Kerr, 1986; Shamir, House, & Arthur, 1993; Epitropaki & Martin, 2005) who argue that followers’ personality traits may moderate the relationship between TL behaviours and organizational outcomes.”
Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment. (2012, background): “Specifically, Epitropaki and Martin (2005) proposed that transactional leadership promotes followers' organizational identification by triggering followers' self-categorization processes (Turner, 1972).”
Neuroticism and locus of control as moderators of the relationships of charismatic and autocratic leadership with burnout. (2009, methodology): “All chi-square differences were significant at the .01 level, indicating high discriminant validity (cf. Epitropaki & Martin, 2005a).”