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Dr Olga Epitropaki

Olga Epitropaki

Senior Lecturer

Work & Organisational Psychology Group

Education

  • 1996-2000: PhD in Organizational Psychology, Cardiff University, U.K. (Thesis: “From ideal leaders to actual managers: A longitudinal study of Implicit Leadership Theories, Leader-Member Exchanges, Transformational Leadership and Employee Outcomes”)
  • 1995-1996: MSc in Occupational Psychology, Cardiff University, U.K.
  • 1990-1994: BSc (Hons) in Psychology, School of Social Sciences, University of Crete, Greece.

Olga' research and teaching focuses on leadership, psychological contracts, work affect, diversity management and employability. She is also an Associate Professor at ALBA Graduate Business School (www.alba.edu.gr) and holds the “Stavros Costopoulos” Chair in Human Resource Management and Development there.

For her doctoral thesis she won the 2001 Jepson School Award for Outstanding Dissertations in Leadership Studies (University of Richmond, US), and she also was among the six finalists for the 2000 Newman Best Dissertation Award for the Academy of Management.  She is a member of the Editorial Board of the Leadership Quarterly and the Greece Ambassador for the International Human Resource Management Committee of the Academy of Management. 

Refereed Journal Publications

  • Epitropaki, O., & Martin, R. (in press). Transformational-transactional leadership and upward influence: The role of Relative Leader-Member Exchanges (RLMX) and Perceived Organizational Support (POS). Leadership Quarterly. DOI: 10.1016/j.leaqua.2012.11.007.

  • Epitropaki, O. (in press). A multi-level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: Testing a moderated-mediated model. Journal of Organizational Behavior. DOI: 10.1002/job.1793.

  • Martin, R., Epitropaki, O., Geoff, T. & Topakas, A. (2010). A review of Leader-Member Exchange (LMX) research: Future prospects and directions. International Review of Industrial and Organizational Psychology, Volume 25, p.p. 35-88.

  • Van der Heijden, B. I. J. M., Scholarios, D., Van der Schoot, E., Jedrzejowicz, P. Bozionelos, N., Epitropaki, O., Knauth, P. M., Mikkelsen, I., Van der Heijde, C. & The Indicator Study Group (2010). Supervisor-subordinate age dissimilarity and performance ratings: The buffering effects of supervisory relationship and practice. International Journal of Aging & Human Development 71(3): 231-258.

  • Marzec, I., van der Heijden, B., Scholarios, D., Van der Schoot, E., Jędrzejowicz, P., Bozionelos, N., Epitropaki, O., Knauth, P.,  Mikkelsen, A., & Van der Heijde, C. (2009). Employability management practices in the Polish ICT sector. Human Resource Development International, 12 (2), 471-492.

  • Scholarios, D., van der Heijden, B., Bozionelos, N., Epitropaki, O. & Jedrzejowicz, P. et. al.,(2008). Employability and the psychological contract in European ICT sector SMEs. International Journal of Human Resource Management, 19 (6), 1035-1055.

  • Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of Implicit Leadership Theories, Leader-Member Exchanges and employee outcomes. Journal of Applied Psychology, 90 (4), 659-676.

  • Epitropaki, O. & Martin, R. (2005). The moderating role of individual differences in the relation between transformational/transactional leadership and organizational identification. Leadership Quarterly, 16, 569-589.

  • Hogg, M. A., Martin, R., Epitropaki, O., Mankad, A., Svensson, A., & Weeden, K. (2005). Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership. Personality and Social Psychology Bulletin, 31(7), 991-1004.

  • Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of Leader-Member Exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78, 141-146.

  • Totterdell, P., Wall, T., Diamond, H., Holman, D. & Epitropaki, O. (2004). Affect networks: A structural analysis of the relationship between work ties and job-related affect. Journal of Applied Psychology, 89 (5), 854-867.

  • 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 and Organizational Psychology, 75, 409-422.

  • Holman, D., Epitropaki, O., & Fernie, S. (2001). Understanding learning strategies in the workplace: A factor analytic investigation. Journal of Occupational and Organizational Psychology, 74, 675-681.

  • 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, 247-262.

  • 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 and Organizational Psychology, 72, 237-240.