From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes.

By O. Epitropaki, Robin Martin. Journal of Applied Psychology, 2005

685 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/481ce607b893221f90af76149e02fd43bfdc1a66

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Relationship between Employee Silence and Organizational Commitment in a Private Healthcare Company (2013, background): “…and Kohler, 2007; Probst, 2003), positive affect (e.g., Thoresen, Kaplan, Barsky, Warren and de Chermont, 2003), job-related well-being (e.g., Epitropaki and Martin, 2005), self-esteem (e.g., Frone, 2007), and life satisfaction (e.g., Lu, Siu, Spector, and Shi, 2009; Zickar, Gibby, and…”
Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives (2011, methodology): “Following recommendations for crosslagged structural equation modeling, we modeled no cause-effect relationships between variables measured at the same time (Epitropaki & Martin, 2005; Farrell, 1994).”
Can Nonverbal Cues be Used to Make Meaningful Personality Attributions in Employment Interviews? (2009, background): “Implicit leadership theories suggest that people develop prototypes specifying the traits and abilities that characterize an ideal leader (Epitropaki and Martin 2005).”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “The concept of prototypes in this sense is not anomalous to the concept of Implicit Leadership Theories (ILTs, Lord, Foti, & De Vader, 1984; Epitropaki & Martin, 2004, 2005).”
We can do it! Inclusive leader language promotes voice behavior in multi-professional teams (2018, background): “…in-group team members see leaders as a more prototypical representative of their group and thus are more easily motivated and influenced by them (e.g., Ellemers, De Gilder, & Haslam, 2004; Epitropaki & Martin, 2005; Hogg, 2001; Hogg, van Knippenberg, & Rast, 2012; Platow & van Knippenberg, 2001).”
Navigating uneven terrain : the roles of political skill and LMX differentiation in prediction of work relationship quality and work outcomes. (2016, background): “All chi-square LMX DIFFERENTIATION AND POLITICAL SKILL 28 differences were significant at the p < .01 level, indicating high discriminant validity among constructs (Anderson & Gerbing, 1988; Epitropaki & Martin, 2005).”
Reciprocal Relationships between Leader-Member Exchange (LMX) and Job Satisfaction: A Cross-Lagged Analysis (2011, background): “This finding corresponds to earlier studies that have empirically examined this direction of influence (e.g. Epitropaki & Martin, 2005; Major et al., 1995).”
Leadership in context: investigating hierarchical impacts on transformational leadership (2007, background): “Interestingly, subordinates' job satisfaction has been shown to increase as leaders' behaviors match subordinates' implicit leadership theories ( Epitropaki and Martin, 2005”
Organizational commitment—A missing link between leadership behavior and organizational performance? (2008, background): “First, there have been very few studies based on implicit leadership theories and dealing with work attitudes (Epitropaki & Martin, 2005, p. 662).”
Employee commitment and well-being: A critical review, theoretical framework and research agenda (2010, positive): “…Trares, & Kohler, 2007; Probst, 2003), positive affect (e.g., Thoresen, Kaplan, Barsky, Warren & de Chermont, 2003), job-related well-being (e.g., Epitropaki & Martin, 2005), self-esteem (e.g., Frone, 2007), and life satisfaction (e.g., Lu, Siu, Spector, & Shi, 2009; Zickar, Gibby, & Jenny,…”
Beyond personal Leader Member Exchange (LMX) quality: the effects of perceived LMX variability on employee reactions (2008, background): “…related to job satisfaction (Dansereau et al., 1975, Epitropaki & Martin, 1999, 2005; Gerstner & Day, 1997; Martin et al., 2005) and wellbeing (Epitropaki & Martin, 1999, 2005; Martin et al., 2005) in previous studies, it is important to control for the effects of personal LMX quality prior…”