Fabiola Gerpott


Phone: +49 (0)176 64612659
Room: MF-C568

Research interests

How do people perceive and act in concrete situations? Fabiola is interested in studying the micro-dynamics of organizational behavior to develop actionable insights for the improvement of Human Resource Management. Her research blends management science, organizational psychology, and communication research, and she uses a wide range of methodological approaches ranging from qualitative methods to quantitative interaction analysis, statistical modelling for time-series behavioral data, experiments and survey designs. Fabiola’s current projects focus on the communicative basis of leadership (i.e., What do leaders actually do? How do people talk themselves into leader roles?) and the micro-dynamics of organizational learning processes (i.e., What do employees learn in organizational trainings beyond the formal training content? How are training and development programs affected by current challenges such as demographic shifts and the digitization?). Furthermore, she is interested in investigating how organizational members perceive their interdependence with others in concrete situations, and how these perceptions shape behaviors.


Fabiola currently holds the Chair of Leadership at the WHU - Otto Beisheim School of Management. She is affiliated with the department since 2018 and active in the co-supervision of PhD students as well as collaborations with staff members. From 2017 until 2018 she worked as an assistant professor at the Organizational Psychology Group of the Vrije Universiteit Amsterdam. Before, she was a doctoral candidate for Daimler AG (Mercedes-Benz Werk Bremen) studying intergenerational learning processes in teams. She defended her PhD thesis in Business Administration in 2016 at Jacobs University Bremen with distinction. As part of a Double PhD Program, she also completed a PhD in Psychology at the VU University Amsterdam. Fabiola received a number of scholarships and awards for her work, including a scholarship from the German Academic Scholarship Foundation, several Best Thesis Awards, and an academic guest scholarship for the Lindau Nobel Laureate Meetings.



Recent publications

FE Klonek, FH Gerpott & SK Parker (2020) A conceptual replication of ambidextrous leadership theory: An experimental approach. The Leadership Quarterly, 101473
S Columbus, J Münich & FH Gerpott (2020) Playing a different game: Situation perception mediates framing effects on cooperative behaviour. Journal of Experimental Social Psychology 90, 104006
A Burmeister, FH Gerpott, A Hirschi, S Scheibe, K Pak & DTAM Kooij (2020) Reaching the Heart or the Mind? Test of two Theory-Based Training Programs to Improve Interactions Between Age-Diverse Coworkers. Academy of Management Learning & Education
FH Gerpott, N Lehmann-Willenbrock & S Scheibe (2020) Is Work and Aging Research a Science of Questionnaires? Moving the Field Forward by Considering Perceived Versus Actual Behaviors. Work, Aging and Retirement 6 (2), 65-70
JA Allen, AL Blanchard, DR Carter, MM Chiu, U Fasbender, ML Flynn & ... (2020) Managing Meetings in Organizations.
FH Gerpott & U Fasbender (2020) Intergenerational Learning in Age-Diverse Meetings: A Social Comparison Perspective. Managing Meetings in Organizations
FH Gerpott, MM Chiu & N Lehmann-Willenbrock (2020) Multilevel Antecedents of Negativity in Team Meetings: The Role of Job Attitudes and Gender. Managing Meetings in Organizations
A Burmeister, F Gerpott, A Hirschi, S Scheibe, K Pak & D Kooij (2020) Can older and younger colleagues work together effectively?. RSM Discovery-Management Knowledge
A Burmeister, K De Meulenaere, Y Li, J Pfrombeck & DM Truxillo (2020) Knowledge is Key: Unlocking the Positive Effects of Age Diversity in Organizations. Academy of Management Proceedings 2020 (1), 16832
FH Gerpott, U Fasbender & A Burmeister (2020) Respectful leadership and followers’ knowledge sharing: A social mindfulness lens. Human Relations 73 (6), 789-810
F Klonek, FH Gerpott, N Lehmann-Willenbrock & SK Parker (2019) Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution. Organizational Psychology Review 9 (4), 245-275
FH Gerpott, N Lehmann-Willenbrock, R Wenzel & SC Voelpel (2019) Age diversity and learning outcomes in organizational training groups: the role of knowledge sharing and psychological safety. The International Journal of Human Resource Management, 1-28
S Schlamp, FH Gerpott & SC Voelpel (2019) Same Talk, Different Reaction? Emergent Leadership, Task-Oriented Behavior, and the Role of Gender. Academy of Management Proceedings 2019 (1), 15845
FH Gerpott & U Fasbender (2019) Knowledge Sharing and Respectful Leadership: The Roles of Perspective Taking and Empathic Concern. Academy of Management Proceedings 2019 (1), 13013
FH Gerpott, N Van Quaquebeke, S Schlamp & SC Voelpel (2019) An identity perspective on ethical leadership to explain organizational citizenship behavior: the interplay of follower moral identity and leader group prototypicality. Journal of Business Ethics 156 (4), 1063-1078
A Burmeister, U Fasbender & FH Gerpott (2019) Consequences of knowledge hiding: The differential compensatory effects of guilt and shame. Journal of occupational and organizational psychology 92 (2), 281-304
S Schlamp, FH Gerpott & SC Voelpel (2019) The steep way to the top: barriers to female leadership in tall hierarchical organizations. Women, Business and Leadership
FH Gerpott, N Lehmann-Willenbrock, SC Voelpel & M van Vugt (2019) It’s Not Just What Is Said but Also When It’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-managed Teams. Academy of Management Journal 62 (3), 717–738
FH Gerpott, D Balliet, S Columbus, C Molho & RE de Vries (2018) How Do People Think About Interdependence? A Multidimensional Model of Subjective Outcome Interdependence.. Journal of Personality and Social Pyschology 115 (4), 716-742
FH Gerpott, N Lehmann-Willenbrock, JD Silvis & M Van Vugt (2018) In the eye of the beholder? An eye-tracking experiment on emergent leadership in team interactions. The Leadership Quarterly 29 (4), 523-532

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