• darkblurbg

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

  • Breevaart, K., Wisse, B. M., & Schyns, B. (2022). Trapped at work: The barriers model of abusive supervision. Academy of Management Perspectives36(3), 936-954. https://doi.org/10.5465/amp.2021.0007
  • 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
  • Schyns, B., Wisse, B., & Sanders, S. (2018). Shady strategic behavior: Recognizing strategic behavior of Dark Triad followers. Academy of Management Perspectives, 33(2), 234-249. https://doi.org/10.5465/amp.2017.0005
  • Wisse, B., Rus, D., Keller, A. C., & Sleebos, E. (2019). “Fear of losing power corrupts those who wield it”: the combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. European Journal of Work and Organizational Psychology, 1-14. https://doi.org/10.1080/1359432X.2019.1635584
  • Zhang, B., Wisse, B., & Lord, R. G. (2023). How objectifiers are granted power in the workplace. European Journal of Social Psychology, 1–22. https://doi.org/10.1002/ejsp.2930.

Team members working on leadership topics