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  • Epitropaki, O., & Martin R. 2004. Implicit leadership theories in applied settings: factor structure, generalizability and stability over time, Journal of Applied Psychology, 89 (2): 293-310.
  • Turner N., Barling J., Epitropaki, O., Butcher V., & Milner C. 2002. Transformational leadership and moral reasoning, Journal of Applied Psychology, 87 (2): 304-311.
  • Clegg C., Unsworth K., Epitropaki, O., & Parker G. 2002. Implicating trust in the innovation process, Journal of Occupational & Organizational Psychology, 75(4) : 409 - 422.
  • Martin R., & Epitropaki, O. 2001. Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes, Group Processes and Intergroup Relations, 4 (3): 247-262.
  • Holman D., Epitropaki, O., & Fernie S. 2001. Understanding learning strategies in the workplace: a factor analytic investigation, Journal of Occupational & Organizational Psychology, 74 (5): 675-681.
  • Epitropaki, O., & Martin R. 1999. The impact of relational demography on the quality of leader-member exchanges (LMX) and employees work attitudes and well-being, Journal of Occupational & Organizational Psychology, 72 (2): 237-240.
  • Bowe, M., Vonatsos, K., & Zarkos, S. 2005. Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes, Journal of Accounting and Business Research, 35(3): 183-205.
  • Theodorakis, I.G., Koritos, C., & Stathakopoulos, V. 2015. Rhetorical Maneuveurs in a contoversial tide: assessing the boundaries of advertising rhetoric’s effectiveness, Journal of Advertising, 44 (1): 14-24  
  • Zarkos, S., & Morgan, R. 2007. Real options and real strategies, Strategic Change, 16 (7): 315-325.
  • Axarloglou, K., & Zarkos, S. 2010. Market demand and the duration of business projects: the housing industry, Managerial and Decision Economics, 31(7): 477-487.