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.
- Schyns, B., Wisse, B., & Sanders, S. (2018). Shady strategic behavior: Recognizing strategic behavior of Dark Triad followers. Academy of Management Perspectives.
- Sanders, S., Wisse, B., van Yperen, N.W. & Rus, D. (2018). On ethically solvent leaders: The roles of pride and moral identity in predicting leader ethical behavior. Journal of Business Ethics, 150(3), 631-645.
- Wisse, B., & Sleebos E. (2016). When change causes stress: Effects of self-construal and change consequences. Journal of Business and Psychology, 21, 249-264.
- Wisse, B., Barelds, D.P.H., & Rietzschel, E.F. (2015). How innovative is your employee? The role of employee and supervisor dark triad personality traits in supervisor perceptions of employee innovative behavior. Personality and Individual Differences, 82, 158-162.
- Rus, D., van Knippenberg, D., & Wisse, B.M. (2012). Leader power and self-serving behavior: The moderating role of accountability. The Leadership Quarterly, 23, 13-26.