Dr Elisabeth Wilson-Evered

Full list of Publications

Refereed Journals
Wilson-Evered E., Härtel, C.E.J., & Neale, M. (2001). A Longitudinal study of workgroup innovation: The importance of transformational leadership. In Advances in health care management: Vol. 2 (pp. 315-340). Elsevier Science.

Wilson-Evered, E., & Stanley, G. (1986). Stress and arousal during pregnancy and childbirth. British Journal of Medical Psychology, 59, 57-60.

Morgan, D.J., Paull, J.D., Richmond, B.H., Wilson-Evered, E., & Ziccone, S.P. (1986). Pharmacokinetics of oral and intravenous salbutamol and its sulphate conjugate. British Journal of Clinical Pharmacology, 22, 587-593.

Book Chapters
Wilson-Evered E., Härtel, C.E.H., & Neal, M. (2004). Leadership and innovation surfacing synergies among theories and constructs. In A. Ghobadian, N. O'Regan, D. Gallear, & H. Viney (Eds.), Strategy and performance: Achieving competitive advantage in the global market place. Basingstoke: Palgrave Macmillan.

Wilson-Evered E., & Härtel, C.E.J. (2001). Creating a climate for innovation: A participative approach. In S. Sankaran, B. Dick, A. Davis, & P. Swepson (Eds). Effective change management through action research and action learning: Experiences in the Asia Pacific. Lismore, NSW: Southern Cross University Press.

Wilson-Evered E., Dall, P., & Neale, M. (2001). The influence of leadership on innovation at work. In K.W. Parry (Ed). Leadership in the antipodes: Findings, implications and a leader profile. Wellington, NZ: Institute of Policy Studies and Centre for the Study of Leadership.

Griffin, M.A., Hart, P.M., & Wilson-Evered, E. (2000). Using employee opinion surveys to improve organisational health. In L.R. Murphy & C.L. Cooper (Eds.), Healthy and productive work: An international perspective (pp. 15-36), London: Taylor and Francis.

International Refereed Conference Papers
Wittwer, W., & Wilson-Evered, E. (2006). Climate and personality as predictors of employee satisfaction, commitment, performance, and turnover. Annual Meeting of the US Academy of Management. Atlanta, GA.

Lee, F., & Wilson-Evered, E. (2006). Dispositional and situational predictors of individual well-being and contextual performance in the workplace. Annual Meeting of the British Academy of Management. Belfast, Ireland.

Jarrott, L., & Wilson-Evered, E. (2006). Transformational leadership and perceived effectiveness: The role of leadership integrity. British Academy of Management. Belfast, Ireland.

Ly, C., & Wilson-Evered, E. (2006). Employee morale: Explicating the role of transformational leaders, gender and team processes. 2006 Joint Conference of the Australian Psychological Society and the New Zealand Psychological Society. Auckland, New Zealand.

Albrecth, S.A., & Wilson-Evered, E. (2006). Predictors of cynicism toward change in the Public Sector: Information about change, involvement in change and trust in senior management. 2006 Joint Conference of the Australian Psychological Society and the New Zealand Psychological Society. Auckland, New Zealand.

Wittwer, W., & Wilson-Evered, E. (2005). Contextual and dispositional influences on job attitudes and behaviours. Australian and New Zealand Academy of Management (ANZAM) Annual Conference. Canberra, Australia.

Wilson-Evered, E., Bloxsome, T., Greenfield, L. (2005). Innovation at work: The influence of transformational leadership and context. Australian and New Zealand Academy of Management (ANZAM) Annual Conference. Canberra, Australia.

Wilson-Evered, E., & Hingston, N. (2005). Explicating a climate for technology change. British Academy of Management Conference. Oxford, England.

Wilson-Evered E. (2004). Leadership during organisational mergers. Leadership Symposium International Congress of Psychologists. Beijing, China.

Wilson-Evered, E., Härtel, C.E.J., & Neale, M. (2003). Whose leadership matters in self-managing teams? British Academy of Management. Harrogate, UK.

Wilson-Evered, E., Härtel, C.E.J., & Neale, M. (2003). Using the Multifactor Leadership Questionnaire for leadership research: Another attempt at explicating the factor structure. British Academy of Management. Harrogate, UK.

Wilson-Evered, E., Härtel, C.E.J., & Neale, M. (2002). Longitudinal evidence that leaders who invest energy to build morale in the workplace can create an environment for the future generation of ideas. Annual British Academy of Management Conference, Fast-Tracking Performance through Partnerships. London, England.

Wilson-Evered, E., Härtel, C.E.J., & Neale, M. (2002). Leadership and innovation: Surfacing synergies among constructs and theories. Annual British Academy of Management Conference: Fast-Tracking Performance through Partnerships. London, England. Awarded Best Paper for Leadership and Culture.

Wilson-Evered, E., & Härtel C.E.J. (2001). How can managers increase support for new ideas? A longitudinal investigation. 61st Academy of Management Conference, How do Governments matter? Washington, DC.

Wilson-Evered, E. (2000). Does the transformational leadership style affect actual work group innovation? 60th Academy of Management Conference, A New Time. Toronto, Canada. Nominated for Best International Paper.

Wilson-Evered, E., (1984). Stress and arousal in childbirth. Proceedings of the 1984 International Conference of Midwives. Sydney, Australia.

Australian Refereed Conference Papers
Wilson-Evered, E., & Wittwer, W. (2005). Building transformation in Australian Manufacturing: A project managed approach to succession planning. Australian Institute of Project Management. Melbourne.

Wilson-Evered, E., & Bloxsome, T.D. (2006). Talent management: Design consideration in achieving benefit from the mentoring/coaching contribution. Seminar presented at the APS Coaching Psychology Interest Group Seminar Series. Gold Coast.

Wilson-Evered, E., & Wittwer, W. (2005). Contextual and dispositional influences on job attitudes and behaviours. Australian Institute of Project Management. Melbourne.

Hinduan, R., & Wilson-Evered, E. (2005). Transformational leadership and the moderating effects of openness to change on employee outcomes. Australian and New Zealand Academy of Management. Canberra.

Wilson-Evered, E. (2003). Leading change in the health sector. Lessons from research and practice. Invited presentation. The Inaugural HR Directors Forum. Melbourne.

Wilson-Evered, E., Härtel, C.E.J., & Rowe, M. (2003). Measuring attitudes to HRIS implementation - a pilot field study to inform implementation methodology. Bi-Annual Industrial and Organizational Psychology Conference. Melbourne.

Wilson-Evered, E. (2002). Negotiation and conflict resolution. Invited presentation, Association of Accredited Pharmacists Forum. Australian Pharmacy Professional Conference. Gold Coast.

Mason, C.M., & Wilson-Evered, E. (1999). Developing core values for a health care facility. Royal Brisbane Hospital Health Care Symposium. Queensland.

Wilson-Evered, E. (1999). Which leadership style is better for the team and patients? Royal Brisbane Hospital Health Care Symposium. Queensland.

Wilson-Evered, E. (1998). Indices of a healthy hospital. Invited paper, Royal Brisbane Hospital Health Care Symposium. Queensland.

Wilson-Evered, E. (1998). Measuring team and organisational processes during organisational change: Evidence of the impact of organisational development initiatives. Royal Brisbane Hospital Health Care Symposium. Queensland.

Wilson-Evered, E. (1997). Creating a climate for innovation in the health services - A model for ongoing organisational change. Royal Brisbane Hospital Health Care Symposium. Queensland.

Wilson-Evered, E. (1997). What is important for making this a better place in which to work? The application of empirical data from staff survey. Royal Brisbane Hospital Health Care Symposium. Queensland.

Sankaran, S., Cowan, D., & Wilson-Evered, E. (1997). Managing organisational defences. Workshop for Action Learning, Action Research and Process Management Conference. Queensland.

Wilson-Evered, E. (1996). Measuring organisational climate. Australian Human Resource Institute Professional Development. Brisbane.

Wilson-Evered, E. (1996). Extending the psychological debriefing debate. Proceedings of the National Occupational Stress Conference. Brisbane. Published in Carlton, Victoria: Australian Psychological Society.

Wilson-Evered, E. (1996). Psychological Debriefing - What is it and what makes it work? Proceedings of the Queensland Conference of Critical Care. Rockhampton.

Wilson-Evered, E. (1996). Psychological debriefing for transplant work workshop. National Conference of the Transplant Nurses Association. Gold Coast.

Wilson-Evered, E. (1995). Caring for the carers. Proceedings of the National Scientific Meeting of Critical Care. Brisbane.

Other Invited Research Presentations
Wilson-Evered, E., (2006). What does it take to make a multidisciplinary team effective in healthcare? Preliminary results from an ARC Discovery Project. Invited presentation Centre for Medical and Health Service Education, Monash University. Melbourne.

Wilson-Evered, E. (2005). Exploring a climate of succession planning: The role of leadership and contextual factors. Monash Industrial/Organisational Psychology Seminar Series, Monash University. Melbourne.

Wilson-Evered, E., (2003). Research and development in the health sector Australia. Invited presentation, Social Science Faculty, Tilburg University. Tiburg, Netherlands.