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Our People

Professor Barbara Wisse

PhD

Professor in Managment

Barbara Wisse is Professor in Management at Durham University. She obtained her PhD in psychology from the University of Leiden, The Netherlands (1999). After having held appointments at University of Amsterdam and the VU University Amsterdam, she moved to the Psychology Department of the University of Groningen in 2009 were she still holds a position.

Biography

Barbara Wisse is Professor in Management at Durham University. She obtained her PhD in psychology from the University of Leiden, The Netherlands (1999). After having held appointments at University of Amsterdam and the VU University Amsterdam, she moved to the Psychology Department of the University of Groningen in 2009 were she still holds a position. Her work focuses explicitly on power and leadership processes and often revolves around topics such as ethics and morality, emotions, personality, and the psychological effects of change. Barbara has published in the main journals in the field of psychology, management and organizational behavior. Occasionally she provides evidence-based consulting and leadership development sessions.

Research Interests

  • Leadership
  • Power
  • Dark Triad
  • Emotions
  • Change

Research Groups

Publications

    Authored book

  • Tjosvold, D. & Wisse, B. (2009). Power and interdependence in organizations. Cambridge: Cambridge University Press.
  • Chapter in book

  • Rietzschel, E.F., Wisse, B. & Rus, D.C. (2017). Puppet masters in the lab: Experimental methods in leadership research. In Handbook of Methods in Leadership Research. B. Schyns, R. Hall, & P. Neves Cheltenham: Edward Elgar Publishing.
  • Rus, D.C., Wisse, B. & Rietzschel, E.F. (2016). An open invitation to open innovation: Guidelines for the leadership of open innovation processes.. In Open Innovation: Academic and Practical Perspectives on the Journey from Idea to Market. Markman, A.B. New York: Oxford University Press. 141-168.
  • Scheibe, S., Wisse, B. & Schulz, A. (2015). Affect and emotion regulation in aging workers. In Encyclopedia of Geropsychology. Pachana, N.A. Singapore: Springer. 1-12.
  • Wisse, B. & van Knippenberg, D. (2009). Power and self-construal: How the self affects power processes. In Power and Interdependence in Organizations. Tjosvold. D. & Wisse, B. Cambridge: Cambridge University Press. 52-67.
  • Tjosvold, D. & Wisse, B. (2009). Introduction: Power and interdependence in organizations. In Power and Interdependence in Organizations. Tjosvold, D. & Wisse, B. Cambridge: Cambridge University Press. 1-15.
  • V=van Knippenberg, D., van Knippenberg, B. (Wisse) & Bobbio, A. (2008). Leaders as agents of continuity: Collective self-consistency and resistance to change. In Self-continuity: Individual and collective perspectives. Sani, F. New York: Psychology Press. 175-187.
  • van Knippenberg, D., van Knippenberg, B. (Wisse), van Kleef, G.A. & Damen, F. (2008). Leadership, affect, and emotions. In Research companion to emotion in organizations. Ashkanasy, N.M. & Cooper, C.L. London: Edward Elgar. 465-475.
  • van Knippenberg, D., van Knippenberg, B. (Wisse) & Giessner, S.R. (2007). Extending the follower-centered perspective: Leadership as an outcome of shared social identity. In Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl. Shamir, B. Pillai, R. Bligh, M.C. & Uhl-Bien, M. Greenwich, CO: Information Age Publishing. 51-70.
  • van Knippenberg, B.(Wisse), van Knippenberg, D. & De Cremer, D. (2007). The interplay between justice and affect in groups. In Advances in the Psychology of Justice and Affect. De Cremer, D. Greenwich: Information Age Publishing. 191-205.
  • van Knippenberg, B. (Wisse) & van Knippenberg, D. (2003). Leadership, identity, and influence: Relational concerns in the use of influence tactics. In Leadership and Power: Identity Processes in Groups and Organizations. van Knippenberg, D. & Hogg, M. London: Sage. 123-137.
  • Schyns, B., Neves, P., Wisse, B. & Knoll, M. (Accepted). Turning the blind eye to destructive leadership: The forgotten destructive leaders. In What’s Wrong With Leadership?. R.E. Riggio Routledge.
  • Journal Article

  • Schyns, B. Braun, S. & Wisse, B. (2019). Dark personalities in the workplace.. Oxford Research Encyclopedia of Psychology
  • van Dellen, S. A. Wisse, B, Mobach, M. P. & Dijkstra, A. (2019). The effect of a breastfeeding support programme on breastfeeding duration and exclusivity: a quasi-experiment.. BMC Public Health 19: 993.
  • De Jong, N., Wisse, B., Heesink, J.A.M. & Van der Zee, K.I. (2019). Personality Traits and Career Role Enactment: Career Role Preferences as a Mediator.. Frontiers in Psychology 10: 1720.
  • Wisse, B., Rus, D., Keller, A.C. & Sleebos, Ed. (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
  • Barelds, Dick P. H., Wisse, Barbara, Sanders, Stacey & Laurijssen, L. Maxim (2018). No Regard for Those Who Need It: The Moderating Role of Follower Self-Esteem in the Relationship Between Leader Psychopathy and Leader Self-Serving Behavior.. Frontiers in Psychology 9: 1281.
  • Braun, S., Kark, R. & Wisse, B. (2018). Editorial: Fifty Shades of Grey: Exploring the Dark Sides of Leadership and Followership.. Frontiers in Psychology 9: 1877.
  • Sanders, S., Wisse, B., Yperen, N.W.V. & 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.
  • Tóth, Ágnes, Wisse, Barbara & Faragó, Klára (2018). The impact of goal attainment and goal importance on satisfaction with life – a polynomial regression and response surface analysis. Mentálhigiéné és Pszichoszomatika 19(1): 80-101.
  • Wisse, B., van Eijbergen, R., Rietzschel, E.F. & Scheibe, S. (2018). Catering to the needs of an aging workforce: The role of employee age in the relationship between corporate social responsibility and employee satisfaction.. Journal of Business Ethics 147(4): 875-888.
  • Stam, D., Knippenberg, V. D., Wisse, B. & Pieterse, A. V. (2018). Motivation in words: promotion- and prevention-oriented leader communication in times of crisis.. Journal of Management 44(7): 2859-2887.
  • Lipponen, J., Wisse, B. & Jetten, J. (2017). The different paths to post-merger identification for employees from high and low status pre-merger organizations. . Journal of Organizational Behavior 38(5): 692-711.
  • Wisse, B. & Sleebos, E. (2016). When the Dark Ones Gain Power: Perceived Position Power Strengthens the Effect of Supervisor Machiavellianism on Abusive Supervision in Work Teams.. Personality and Individual Differences 99: 122-126.
  • Wisse, B., De Hoogh, A.B.H. & Rietzschel, E.F. (2016). Licht in de duisternis: Inzicht in de werking van de donkere kant van persoonlijkheid in organisaties. Introductie op het thema [Light in the darkness: Insight in the effects of the dark side of personality in organizations].. Gedrag & Organisatie 29(4): 309-315.
  • Wisse, B. & Sleebos, E. (2016). When Change Causes Stress: Effects of Self-construal and Change Consequences.. Journal of Business and Psychology 31(2): 249-264.
  • Hamstra, M.R.W., Sassenberg, K., van Yperen, N.W., Wisse, B. & Rietzschel, E.F. (2015). Regulatory fit buffers against disidentification from groups. Motivation Science 1(3): 184-201.
  • Sanders, S., Wisse, B. & van Yperen, N. (2015). Holding others in contempt: The moderating role of power in the relationship between leaders' contempt and their behaviour vis-a-vis employees. Business Ethics Quarterly 25(02): 213-241.
  • Niemann, J., Wisse, B., Rus, D., van Yperen, N.W. & Sassenberg, K. (2015). When uncertainty counteracts feedback seeking: The effects of interpersonal uncertainty and power on direct feedback seeking. European Journal of Work and Organizational Psychology 24(2): 211-224.
  • 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.
  • Niemann, J., Wisse, B., Rus, D., van Yperen, N.W. & Sassenberg, K. (2014). Anger and attitudinal reactions to negative feedback: The effects of emotional instability and power. Motivation and Emotion 38(5): 687-699.
  • Hamstra, M.R.W., van Yperen, N.W., Wisse, B. & Sassenberg, K. (2014). On the perceived effectiveness of transformational-transactional leadership: The role of encouraged strategies and followers’ regulatory focus. European Journal of Social Psychology 44(6): 643-656.
  • Wisse, B. & Rietzschel, E.F. (2014). Humor in leader-follower relationships: Humor styles, similarity and relationship quality. Humor: International Journal of Humor Research 27(249-269).
  • Stam, D., Lord, R., van Knippenberg, D. & Wisse, B. (2014). An Image of Who We Might Become: Vision Communication, Possible Selves, and Vision Pursuit.. Organization Science 25(4): 1172-1194.
  • Hamstra, M.R.W., Sassenberg, K., van Yperen, N.W. & Wisse, B. (2014). Followers feel valued - When leaders' regulatory focus makes leaders exhibit behavior that fits followers' regulatory focus. Journal of Experimental Social Psychology 51: 34-40.
  • Niemann, J., Wisse, B., Rus, D., van Yperen, N.W. & Sassenberg, K. (2014). C’est le Ton Qui Fait la Critique – for the powerful. The effects of feedback framing and power on affective reactions. Journal of Applied Social Psychology 44(12): 795-805.
  • Hamstra, M.R.W., van Yperen, N.W., Wisse, B. & Sassenberg, K. (2014). Transformational and transactional leadership and followers' achievement goals. Journal of Business and Psychology 29(3): 413-425.
  • Visser, V., van Knippenberg, D., van Kleef, G. & Wisse, B. (2013). How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance. The Leadership Quarterly 24(1): 172-199.
  • Hamstra, M.R.W., van Yperen, N.W., Wisse, B. & Sassenberg, K. (2013). Like or dislike: Intrapersonal regulatory fit affects the intensity of interpersonal evaluation. Journal of Experimental Social Psychology 49(4): 726-731.
  • Klep, A.H.M., Wisse, B. & van der Flier, H. (2013). When sad groups expect to meet again: Interactive affective sharing and future interaction expectation as determinants of work groups' analytical and creative task performance. British Journal of Social Psychology 52: 667-685.
  • Wisse, B. & Rus, D. (2012). Leader self-concept and self-interested behavior: The moderating role of power. Journal of Personnel Psychology 11: 40-48.
  • 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.
  • Klep, A.H.M., Wisse, B. & van der Flier, H. (2011). Interactive affective sharing and non-interactive affective sharing in work groups: Comparative effects of group affect on work group performance and dynamics. European Journal of Social Psychology 41: 312-323.
  • Hamstra, M.R.W., van Yperen, N.W., Wisse, B. & Sassenberg, K. (2011). Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology 10: 182-186.
  • Rus, D., van Knippenberg, D. & Wisse, B.M. (2011). Leader power and self-serving behavior: The role of effective leadership beliefs and performance information. Journal of Experimental Social Psychology 46: 922-933.
  • Lipponen, J., Wisse, B. & Perälä, J (2011). Perceived justice and group identification: The moderating role of previous identification. Journal of Personnel Psychology 10: 13-24.
  • Tanghe, J., Wisse, B. & van der Flier, H. (2010). The formation of group affect and team effectiveness: The moderating role of identification. British Journal of Management 21: 340-358.
  • Tanghe, J., Wisse, B. & van der Flier, H. (2010). The role of group member affect in the relationship between trust and cooperation. British Journal of Management 21: 359-374.
  • Stam, D., van Knippenberg, D. & Wisse, B. (2010). Focusing on followers. The role of regulatory focus and possible selves in visionary leadership. The Leadership Quarterly 21: 457-488.
  • Stam, D., van Knippenberg, D. & Wisse, B (2010). The role of regulatory fit in visionary leadership. Journal of Organizational Behavior 31: 499-518.
  • Lipponen, J. & Wisse, B. (2010). Shared perceptions of perceived justice as a predictor of externally rated departmental level academic performance. Journal of Occupational and Organizational Psychology 83: 1065-1074.
  • Rus, D., van Knippenberg, D. & Wisse, B. (2010). Leader self-definition and leader self-serving behavior. The Leadership Quarterly 21: 509-529.
  • Van Kleef, G.A., Homan, A.C., Beersma, B., van Knippenberg, D., van Knippenberg, B. & Damen, F. (2009). Searing sentiment or cold calculation: The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal 52: 562-580.
  • Damen, F., van Knippenberg, D. & van Knippenberg, B. (Wisse). (2008). Leader affective displays and attributions of charisma: The role of arousal. Journal of Applied Social Psychology 38: 2594-2614.
  • Damen, F., van Knippenberg, B. (Wisse). & van Knippenberg, D. (2008). Affective match: Leader emotions, follower positive affect, and follower performance. Journal of Applied Social Psychology 38: 868-902.
  • van Knippenberg, B. (Wisse)., van Knippenberg, D. & De Cremer, D. (2007). Why people resort to coercion: The role of utility and legitimacy. European Journal of Social Psychology 37: 276-287.
  • van Knippenberg, B. (Wisse). & De Cremer, C. (2007). De relatie tussen affect en rechtvaardigheid. Gedrag en Organisatie 20: 342-355.
  • Van Knippenberg, D., De Cremer, D. & van Knippenberg, B. (Wisse). (2007). Leadership and fairness: The state of the art. European Journal of Work and Organizational Psychology 16: 113-140.
  • Platow, M., van Knippenberg, D., Haslam, S.A., van Knippenberg, B. (Wisse). & Spears, R. (2006). A special gift we bestow on you for being representative of us: Considering leader charisma from a self-categorization perspective. British Journal of Social Psychology 45: 303-320.
  • van Knippenberg, B. (Wisse). , Martin, L. & Tyler, T. (2006). Process-orientation versus outcome-orientation during organizational change: The role of organizational identification. Journal of Organizational Behavior 27: 685-704.
  • Tanghe, J., van Knippenberg, B. (Wisse). & van der Flier, H. (2006). De relatie tussen identificatie, het ontstaan van groepsaffect en extra-rol gedrag. Gedrag en Organisatie 19: 368-386.
  • De Cremer, D., van Knippenberg B., van Knippenberg, D., Mullenders, D. & Stinglhamber, F. (2005). Rewarding leadership and fair procedures as determinants of self-esteem. Journal of Applied Psychology 90: 3-12.
  • van Knippenberg, B. (Wisse). & van Knippenberg, D. (2005). Leader Self-Sacrifice and Leadership Effectiveness: The Moderating Role of Leader Prototypicality. Journal of Applied Psychology 90: 25-37.
  • van Knippenberg, B., van Knippenberg, D., De Cremer, D. & Hogg, M.A. (2005). Research in leadership, self, and identity: A sample of the present and a glimpse of the future. The Leadership Quarterly 16: 495-499.
  • van Knippenberg, D., van Knippenberg, B. (Wisse). , De Cremer, D. & Hogg, M.A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly 15: 825-856.
  • Damen, F., van Knippenberg, B. (Wisse). & van Knippenberg, D. (2004). Enthousiasme en charismatisch leiderschap: Een scenario experiment. Gedrag en Organisatie 17: 272-288.
  • Van Knippenberg, B. (Wisse). & Steensma, H. (2003). Future interaction expectation and the use of soft and hard influence tactics. Applied Psychology: An International Review 52: 55-67.
  • van Knippenberg, D. van Knippenberg, B. (Wisse). , Monden, L. & de Lima, F. (2002). Organizational identification after a merger: A social identity perspective. British Journal of Social Psychology 41: 233-252.
  • Vermunt, R., van Knippenberg, D., van Knippenberg, B. & Blaauw, E. (2001). Self-esteem and outcome fairness judgments: Differential use of procedural and outcome information. Journal of Applied Psychology 86: 621-628.
  • van Knippenberg, B., van Knippenberg, D. & Wilke, H.A. (2001). Power use in cooperative and competitive settings. Basic and Applied Social Psychology 23: 293-302.
  • van Knippenberg, A., van Knippenberg, B. (Wisse)., van Knippenberg, C. & van Knippenberg, D. (2000). Identificatie met de organisatie: Een meetinstrument. Gedrag en Organisatie 14: 67-73.
  • van Knippenberg, D., van Knippenberg, B. (Wisse). & van Dijk, E. (2000). Who takes the lead in risky decision making? Effects of ingroup members individual riskiness, and prototypicality. Organizational Behavior and Human Decision Processes 83: 213-234.
  • van Knippenberg, B. (Wisse). , van Knippenberg, D., Blaauw, E. & Vermunt, R. (1999). Relational considerations in the use of influence tactics. Journal of Applied Social Psychology 29: 806-819.
  • van Knippenberg, B. (Wisse)> , van Eijbergen, R. & Wilke, H.A.M. (1999). The use of soft and hard influence tactics in cooperative task groups. Group Processes and Intergroup Relations 2: 321-244.

Contact Details

Professor in Managment
+44 191 3345545