Effective leadership can be seen as being the result of the interplay between leader and follower within a certain context. Thus, rather than focusing only on the leader him-or herself in attempts to understand leadership, we argue that leadership is a function of elements interacting across three domains (the leader, the followers, and the environment). In addition, we believe that in order to fully understand power and leadership processes, one should not only focus on the factors that can contribute to the accomplishment of positive outcomes, but also on those that may explain why, at times, bad things occur.
The issues we study are broad and we often cross disciplinary boundaries. Examples of topics are the effects of leader power loss and power maintenance, the emergence of leadership in teams, the dark side of leadership and power, ethical leadership, visionary leadership, the role of emotions in leader effectiveness, and the role of leadership in innovation in organizations.
We utilize innovative methodologies, ranging from personality assessment to physiological measures and from team performance indicators to follower perceptions. We are experienced in conducting field as well experimental studies. In addition, we can offer organizational practitioners theoretical insights and practical tools needed to assess and develop leadership potential in their organization.
Relevant publications
- Braun, S., Sleebos, E., Zou, L. L., & Wisse, B. M. (2025). Sparking or smothering darkness: Motivational climates influence the leader grandiose narcissism–follower trust relation via leader self-serving behaviour. Journal of Occupational and Organizational Psychology, 98, e12555. https://doi.org/10.1111/joop.12555
- Breevaart, K., Wisse, B. M., & Schyns, B. (2022). Trapped at work: The barriers model of abusive supervision. Academy of Management Perspectives, 36(3), 936-954. https://doi.org/10.5465/amp.2021.0007
- Breevaart, K., Wisse, B., Rus, D.C. & Langer, S. (2024). The sustained nature of abusive supervision: An overview and synthesis of theoretical frameworks. In B. Schyns, P. Neves, & K. Breevaart (Eds.). Research Handbook on Destructive Leadership: Forms, Context, and Boundary. (pp. 10-29). Edward Elgar Publishing Ltd
- Bucur, R. E., Rus, D., van der Vegt. G., Walter. F., Rink, F., & Wisse, B. (2026). Inspired by fish: How direct group interaction strengthens informal hierarchy transitivity in teams. Current Psychology, 45(4), 360. https://doi.org/10.1007/s12144-025-08973-8
- Mascareno, J., Rietzschel, E.F., & Wisse, B. (2021). Ambidextrous Leadership: Balancing opening and closing behaviours to facilitate idea generation and innovation. European Journal of Work and Organizational Psychology. https://doi.org/10.1080/1359432X.2021.1872544
- Fousiani, K., Steinel, W., & Minnigh, P.A. (2021). Effects of power on negotiations: A comparison of cooperative versus competitive approach. International Journal of Conflict Management, 32(2), 223-249. https://doi.org/10.1108/IJCMA-05-2020-0081
- Fousiani, K., & Wisse, B. (2022). Effects of leaders’ power construal on leader-member exchange: the moderating role of competitive climate at work. Journal of Leadership & Organizational Studies, 29(3), 306-324. DOI: 10.1177/15480518221075229
- Laurijssen, M.L., Wisse, B., Sanders, S., & Sleebos, E.P. (2023). How to neutralize primary psychopathic leaders’ damaging impact: Rules, sanctions, and transparency. Journal of Business Ethics. https://doi.org/10.1007/s10551-022-05303-x
- Wisse, B., Sleebos, E., & Keller, A. C. (2024). The mask of sanity? Leader primary psychopathy and the effects of leader emotion regulation strategies on followers. Journal of Leadership and Organizational Studies, 31(2), 146-165. https://doi.org/10.1177/15480518241247113
