Attachment and emotion regulation: Compensatory interactions and leader–member exchange

By David A. Richards, Rick D. Hackett. 2012

108 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b80e1d06957676f21e0560df9821500b2c2eefdc

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Attachment theory at work: A review and directions for future research (2018, background): “For example, in a study of 150 leader–follower dyads, Richards and Hackett (2012) found that both leaders' and followers' attachment anxiety and avoidance predicted lower evaluations of the relationship.”
Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior (2017, background): “LMX s foundation in attachment-style relationships (Harms, 2011; Richards & Hackett, 2012) is likely to be a key explanatory mechanism of the relationships found between LMX and the three outcomes.”
Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration (2017, background): “…offered a pattern or profile approach to both followers' leader perceptions and leader/follower composition (Foti, Bray, Thompson, & Allgood, 2012; Richards & Hackett, 2012), and provided a methodological focus on traits, as measured by self- versus other-ratings (Colbert, Judge, Choi, & Wang,…”
Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “For instance, Richards and Hackett (2012) studied attachment (a relationship-based trait) styles and the interaction between two styles (i.e., attachment anxiety and attachment avoidance) and two emotional regulation strategies.”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “…is particularly dysfunctional (cf. Mikulincer & Shaver, 2007, pp. 285–345) in any dyad, and especially likely to produce a low quality relationship (Richards & Hackett, 2012), the power associated with the role of the leader enhances the likelihood that the avoidant leader will capitalize on the…”