Implicit leadership theories in applied settings:factor structure, generalizability, and stability over time

Epitropaki, Olga and Martin, Robin Implicit leadership theories in applied settings:factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89 (2), pp. 293-310.

Abstract

The present empirical investigation had a 3-fold purpose: (a) to cross-validate L. R. Offermann, J. K. Kennedy, and P. W. Wirtz's (1994) scale of Implicit Leadership Theories (ILTs) in several organizational settings and to further provide a shorter scale of ILTs in organizations; (b) to assess the generalizability of ILTs across different employee groups, and (c) to evaluate ILTs' change over time. Two independent samples were used for the scale validation (N 1 = 500 and N 2 = 439). A 6-factor structure (Sensitivity, Intelligence, Dedication, Dynamism, Tyranny, and Masculinity) was found to most accurately represent ILTs in organizational settings. Regarding the generalizability of ILTs, although the 6-factor structure was consistent across different employee groups, there was only partial support for total factorial invariance. Finally, evaluation of gamma, beta, and alpha change provided support for ILTs' stability over time.

Publication DOI: https://doi.org/10.1037/0021-9010.89.2.293
Divisions: Aston Business School > Work & organisational psychology research group
Aston Business School > Work & organisational psychology
Uncontrolled Keywords: Implicit Leadership Theories,ILTs,organizations,employee groups,change over time,sensitivity,intelligence,dedication,dynamism,tyranny,masculinity

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