Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes

By Robin Martin, O. Epitropaki. 2001

155 citations recorded by the source corpus.

This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional and transformational), and psychological reactions (job satisfaction, well-being, and turnover intentions). The level of organizational identification did not affect the prototype of an ideal work-based leader. However, high organizational identification was associated with more positive ratings on the actual manager, the extent to which their manager displayed transactional and transformational behaviors, and with more positive psychological reactions to work. Employees high in organizational identification based their judgments of their leader’s transactional and transformational behaviors on the extent to which they recognized their leader as possessing leadership traits. However, those low on organizational identification allowed their prototype of their ideal leader to bias their judgment of their actual leader’s behavior. Finally, there was partial support for the augmenting hypothesis (that tranformational leadership would predict additional variance in psychological outcomes above that predicted by transactional leadership) for those high in organizational identification but not for those low in organizational identification.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/70d35ae83aaf183f61794d941863df482e3c17c3

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

Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “…the role played by shared identification in the relationship between leader self-sacrifice and follower self-esteem (De Cremer, van Knippenberg, van Dijke, & Bos, 2006), and the effect OI has on employees’ implicit leadership theories and perceptions of leader behaviors (Martin & Epitropaki, 2001).”
Visionary leadership and its relationship to organizational effectiveness (2014, background): “Researchers have examined exceptional or “visionary” leaders who have been accountable for notable growth in the success of their organizations (Bass, 1985; Bennis and Nanus, 1985; Luhrmann and Eberl, 2007; Martin and Epitropaki, 2001).”
Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective☆ (2013, background): “…perspective of transformational leadership has been made explicit in the literature, it has not yet been used to explain whether transformational leadership can deter subordinates from forming intentions to leave and acting on those intentions (Martin & Epitropaki, 2001; Waldman et al., in press).”
The Relationships among Servant Leadership , Organizational Citizenship Behavior , Person-Organization Fit , and Organizational Identification (2010, background): “Martin and Epitropaki (2001) found that employees with high organizational identification not only shared the organization‘s goals, but they also saw the leader as embodying the same values and goals as the employee.”
The influence of transformational leadership and organizational identification on intrapreneurship (2011, background): “Recent findings support this assertion, showing that leaders who raise employees’ OID increase employees’ willingness to contribute to organization objectives (Cicero and Pierro 2007; Kark et al. 2003; Martin and Epitropaki 2001).”
The effects of core self‐evaluations and transformational leadership on organizational commitment (2012, background): “inspire employees by articulating a vision that elevates employee’s confidence and expectations (Martin and Epitropaki, 2001).”
Leadership, self, and identity: A review and research agenda (2004, result): “Modest initial evidence in support of this proposition comes from a study by Martin and Epitropaki (2001).”