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

Epitropaki, O and Martin, R (2005) From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90 4: 659-676. doi:10.1037/0021-9010.90.4.659

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Author Epitropaki, O
Martin, R
Title From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes
Journal name Journal of Applied Psychology   Check publisher's open access policy
ISSN 0021-9010
1939-1854
Publication date 2005-07
Sub-type Article (original research)
DOI 10.1037/0021-9010.90.4.659
Volume 90
Issue 4
Start page 659
End page 676
Total pages 18
Editor Sheldon Zedeck
Place of publication Lancaster, PA, U.S.A
Publisher American Psychological Association
Collection year 2005
Language eng
Subject C1
380108 Industrial and Organisational Psychology
780108 Behavioural and cognitive sciences
1701 Psychology
1702 Cognitive Sciences
Formatted abstract
The results of the present longitudinal study demonstrate the importance of implicit leadership theories (ILTs) for the quality of leader-member exchanges (LMX) and employees' organizational commitment, job satisfaction, and well-being. Results based on a sample of 439 employees who completed the study questionnaires at 2 time points showed that the closer employees perceived their actual manager's profile to be to the ILTs they endorsed, the better the quality of LMX. Results also indicated that the implicit-explicit leadership traits difference had indirect effects on employee attitudes and well-being. These findings were consistent across employee groups that differed in terms of job demand and the duration of manager-employee relation, but not in terms of motivation. Furthermore, crossed-lagged modeling analyses of the longitudinal data explored the possibility of reciprocal effects between implicit-explicit leadership traits difference and LMX and provided support for the initially hypothesized direction of causal effects.
Copyright 2005 by the American Psychological Association.
Keyword Applied psychology
Implicit leadership theories
Leader-member exchanges
Organizational commitment
Job satisfaction
Well-being
Information-processing models
Covariance structure-analysis
Vertical dyad linkage
Job-satisfaction
Work attitudes
Organizational socialization
Perceptions
Commitment
Behavior
Perspective
Q-Index Code C1

 
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Created: Wed, 15 Aug 2007, 07:40:06 EST