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Alexandra Gerbasi
Alexandra Gerbasi
Professor, University of Exeter Business School, University of Exeter
Verified email at exeter.ac.uk
Title
Cited by
Cited by
Year
Leadership behavior and employee well-being: An integrated review and a future research agenda
I Inceoglu, G Thomas, C Chu, D Plans, A Gerbasi
The Leadership Quarterly 29 (1), 179-202, 2018
6452018
The effects of civility on advice, leadership, and performance.
CL Porath, A Gerbasi, SL Schorch
Journal of Applied Psychology 100 (5), 1527, 2015
2232015
Destructive de-energizing relationships: How thriving buffers their effect on performance.
A Gerbasi, CL Porath, A Parker, G Spreitzer, R Cross
Journal of Applied Psychology 100 (5), 1423, 2015
1792015
Strategic innovation through outsourcing: The role of relational and contractual governance
I Oshri, J Kotlarsky, A Gerbasi
The Journal of Strategic Information Systems 24 (3), 203-216, 2015
1632015
Thriving in central network positions: The role of political skill
KL Cullen, A Gerbasi, D Chrobot-Mason
Journal of Management 44 (2), 682-706, 2018
1362018
Predicting leadership relationships: The importance of collective identity
D Chrobot-Mason, A Gerbasi, KL Cullen-Lester
The Leadership Quarterly 27 (2), 298-311, 2016
1272016
Power, dependence, and social exchange
KS Cook, C Cheshire, A Gerbasi
na, 2006
1142006
Trust and transitions in modes of exchange
C Cheshire, A Gerbasi, KS Cook
Social Psychology Quarterly 73 (2), 176-195, 2010
1082010
The emergence of trust networks under uncertainty: The case of transitional economies—insights from social psychological research
KS Cook, ERW Rice, A Gerbasi
Creating social trust in post-socialist transition, 193-212, 2004
772004
Energy's role in the extraversion (dis) advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance
KL Cullen‐Lester, H Leroy, A Gerbasi, L Nishii
Journal of Organizational Behavior 37 (7), 1003-1022, 2016
632016
Sourcing in or out: Implications for social capital and knowledge sharing
A Zimmermann, I Oshri, E Lioliou, A Gerbasi
The Journal of Strategic Information Systems 27 (1), 82-100, 2018
602018
Leader–member exchange social comparisons and follower outcomes: the roles of felt obligation and psychological entitlement
A Lee, A Gerbasi, G Schwarz, A Newman
Journal of Occupational and Organizational Psychology 92 (3), 593-617, 2019
582019
The impact of energizing interactions on voluntary and involuntary turnover
A Parker, A Gerbasi
M@ n@ gement 19 (3), 177-202, 2016
572016
Functional leadership in interteam contexts: Understanding ‘what’in the context of why? where? when? and who?
DR Carter, KL Cullen-Lester, JM Jones, A Gerbasi, D Chrobot-Mason, ...
The Leadership Quarterly 31 (1), 101378, 2020
522020
The effects of de-energizing ties in organizations and how to manage them
A Parker, A Gerbasi, CL Porath
Elsevier, 2013
472013
Does civility pay
CL Porath, A Gerbasi
Organizational Dynamics 44 (4), 281-286, 2015
422015
Building engagement from the ground up
R Cross, P Gray, A Gerbasi, D Assimakopoulos
Organizational Dynamics 41 (3), 202, 2012
422012
Building engagement from the ground up
R Cross, P Gray, A Gerbasi, D Assimakopoulos
Organizational Dynamics 41 (3), 202, 2012
422012
Doctoral dissertations in human-animal studies: News and views
K Gerbasi, D Anderson, D Coultis, A Gerbasi
Society & Animals 10 (4), 339-346, 2002
302002
Power, dependence, and social exchange theory
KS Cook, C Cheshire, A Gerbasi
Contemporary social psychological theories, 166-193, 2018
222018
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