Dritjon GRUDA defends his Ph.D dissertation
“I feel so attached: Influence of Attachment Orientations on Leader Perception, Transference and Prototypicality”
The oral defense will be held on Monday, September 18th, 2pm (room 1110)
The Defense Committee is composed of :
Olga Epitropaki (Durham University Business School)
Konstantinos Kafetsios (University of Crete)
Sonja Rohrmann (Goethe Universität Frankfurt am Main)
Rolf van Dick (Goethe-Universität Frankfurt am Main)
Philippe Jacquart (emlyon business school)
Christophe Haag (emlyon business school)
Philippe Monin (emlyon business school)
“Leadership is a relationship.”
Leadership is created by both leaders and followers (Shamir, 2007) as leaders and followers constantly mutually influence each other’s perceptions, emotions and behavior (Humphrey, 2002; Pirola-Merlo, Härtel, Mann, & Hirst, 2002). It is common that during interactions certain individuals are viewed as more leader-like than others. Although leadership impressions depend on leaders’ traits and abilities (Cavazotte, Moreno, & Hickmann, 2012; Rubin, Munz, & Bommer, 2005), leadership impressions are also influenced by followers’ perceptions and expectations of an ideal leader (Epitropaki & Martin, 2004; Lord, de Vader, & Alliger, 1986; Offermann, Kennedy, & Wirtz, 1994). Building on previous research (Dasborough & Ashkanasy, 2002; Epitropaki & Martin, 2005), this dissertation in turn focuses on possible antecedents of leadership perception, namely attachment orientations or styles (Bowlby, 1969, 1973, 1980).
Attachment orientations have only recently entered the work and organizational context (Geller & Bamberger, 2009; Harms, 2011; Kafetsios, Athanasiadou, & Dimou, 2014; Richards & Schat, 2011; Wu & Parker, 2014), with several calls for future research on this topic (Epitropaki, Sy, Martin, Tram-Quon, & Topakas, 2013; Junker & van Dick, 2014; Shondrick, Dinh, & Lord, 2010). This is where the work in my dissertation comes in. Across three main chapter, I discuss the predictive role of attachment orientations in the preference for a specific leadership style (House, Hanges, Javidan, Dorfman, & Gupta, 2004), the transfer of behavioural expectations from one leader to another (Ritter & Lord, 2007) and leader prototypicality (Berson, Dan, & Yammarino, 2006).