Olga Epitropaki
Biographic Data
| ID | 3424565 |
|---|---|
| NAME | Olga Epitropaki |
| GIVEN NAMES | Olga |
| FAMILY NAME | Epitropaki |
| SIGNATURE | EPITROPAKI O |
| AFFILIATIONS | Durham University |
| ORCID | 0000-0002-0683-5143 |
| VERIFIED | Yes |
| TOTAL WORKS | 20 |
| TOTAL CITATIONS | 39 |
| WORKS AS AUTHOR | 20 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2001 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
Leadership Starts From Within
Developing identity structures that enable leaders to grow and be adaptive is an important element for leader development. Our aim is to shift theorizing on leader identity development beyond a singular leader identity toward developing “leader identity interconnectedness”—that is, higher levels of complexity in how individuals situate their leader identity within their network of multiple salient identities. We propose a framework for identity-b…
Do Differentiated Leader–Follower Relationships Matter for Collective Emotion? A Multilevel Investigation of LMX Differentiation, Work Group Positive Affect, and Trickle‐Out Effects on Customer Outcom…
Emotions pervade work groups and shape employee–customer interactions, yet little is known about how differentiated leader–member relationships shape affective experiences within work groups and beyond. Drawing on the integrated social comparison and emotion contagion framework, we examine the role of LMX differentiation on both employee and customer affective and service‐related outcomes. Using multilevel data from 1608 hair salon employees nest…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Becoming a leader with clipped wings
Whereas the scarring effects of unemployment on future income, health and well-being are well-documented, little is known about its potential role in future leadership emergence and development. Using data from two cohorts of the National Longitudinal Study of Youth (NLSY79 and NLSY97) and drawing from life course theory, we examine the role of employment gaps in emerging adulthood on leadership role occupancy in middle adulthood. Based on a comb…
How elections shape perceptions of ideal leadership
Individuals hold internal leadership representations, termed leadership prototypes. We examined how these prototypes changed in reaction to the 2020 U.S. presidential election. A sample of Republicans ( N = 200), Democrats ( N = 200), and individuals who identified with neither major party ( N = 200), surveyed eight times between October 2020 and January 2021, and reported their perceptions of the characteristics of the ideal leader. Results from…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
Leader and Organizational Behavioral Integrity and Follower Behavioral Outcomes
This paper investigates the concept of behavioral integrity from three important foci in organizational settings: i.e., leader, organization, and follower. Drawing from theories of behavioral integrity, social learning, and social identity, we examine the effects of leader and organizational behavioral integrity on follower behavioral integrity and organizational citizenship behavior via follower identification with leader and with organization, …
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Leader and organizational identification and organizational citizenship behaviors
People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship b…
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that gu…
Leader–Member Exchange (LMX) and Performance
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ =…
Navigating uneven terrain
Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and foun…
LMX and Work Attitudes
LMX and Work Attitudes
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership
Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further …
From Ideal to Real
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 bet…
Implicit Leadership Theories in Applied Settings
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…
Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes
This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional a…
A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership
Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further …
Navigating uneven terrain
Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and foun…
Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes
This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional a…
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
Leader and organizational identification and organizational citizenship behaviors
People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship b…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes
This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional a…
Implicit Leadership Theories in Applied Settings
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…
From Ideal to Real
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 bet…
A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership
Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further …
Social cognition in leader–follower relationships
Relationship‐based approaches to leadership (e.g., Leader–Member Exchange theory) currently represent one of the most popular approaches to understanding workplace leadership. Although the concept of “relationship” is central to these approaches, generally this has not been well articulated and is often conceptualized simply in terms of relationship quality between the leader and the follower. In contrast, research in the wider relationship scien…
LMX and Work Attitudes
LMX and Work Attitudes
Leader–Member Exchange (LMX) and Performance
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ =…
Navigating uneven terrain
Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two‐study investigation examines three levels of LMX differentiation (i.e., individual‐level, meso‐level, and group‐level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and foun…
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that gu…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Leader and organizational identification and organizational citizenship behaviors
People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, our article examines: (a) the potential bidirectional relationship between leader and organizational identification; (b) the mediating role of organizational identification on the relationship between leader identification and organizational citizenship b…
Leader and Organizational Behavioral Integrity and Follower Behavioral Outcomes
This paper investigates the concept of behavioral integrity from three important foci in organizational settings: i.e., leader, organization, and follower. Drawing from theories of behavioral integrity, social learning, and social identity, we examine the effects of leader and organizational behavioral integrity on follower behavioral integrity and organizational citizenship behavior via follower identification with leader and with organization, …
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
Becoming a leader with clipped wings
Whereas the scarring effects of unemployment on future income, health and well-being are well-documented, little is known about its potential role in future leadership emergence and development. Using data from two cohorts of the National Longitudinal Study of Youth (NLSY79 and NLSY97) and drawing from life course theory, we examine the role of employment gaps in emerging adulthood on leadership role occupancy in middle adulthood. Based on a comb…
How elections shape perceptions of ideal leadership
Individuals hold internal leadership representations, termed leadership prototypes. We examined how these prototypes changed in reaction to the 2020 U.S. presidential election. A sample of Republicans ( N = 200), Democrats ( N = 200), and individuals who identified with neither major party ( N = 200), surveyed eight times between October 2020 and January 2021, and reported their perceptions of the characteristics of the ideal leader. Results from…
Political leaders' identity leadership and civic citizenship behavior
Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the…
The value of leaders we trust and leaders who make us stronger
This study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcom…
Leadership Starts From Within
Developing identity structures that enable leaders to grow and be adaptive is an important element for leader development. Our aim is to shift theorizing on leader identity development beyond a singular leader identity toward developing “leader identity interconnectedness”—that is, higher levels of complexity in how individuals situate their leader identity within their network of multiple salient identities. We propose a framework for identity-b…
Do Differentiated Leader–Follower Relationships Matter for Collective Emotion? A Multilevel Investigation of LMX Differentiation, Work Group Positive Affect, and Trickle‐Out Effects on Customer Outcom…
Emotions pervade work groups and shape employee–customer interactions, yet little is known about how differentiated leader–member relationships shape affective experiences within work groups and beyond. Drawing on the integrated social comparison and emotion contagion framework, we examine the role of LMX differentiation on both employee and customer affective and service‐related outcomes. Using multilevel data from 1608 hair salon employees nest…
Psychology (18 works) · Social Psychology (15 works) · Job Satisfaction and Organizational Behavior (14 works) · Social Psychology (10 works) · Political science (8 works) · Organizational citizenship behavior (6 works) · Organizational commitment (6 works) · Social and Intergroup Psychology (6 works) · Cultural Differences and Values (5 works) · Gender Diversity and Inequality (5 works)