Outputs (14)

How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies (2022)
Book Chapter
Schyns, B., Gauglitz, I. K., Wisse, B., & Schütz, A. (2022). How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies. In D. Lusk, & T. L. Hayes (Eds.), Overcoming Bad Leadership in Organizations (251-276). Oxford University Press

Leaders with Dark Triad traits (Machiavellianism, psychopathy, and narcissism) are notorious for their display of destructive behaviour in interacting with their subordinates. It may be argued that organisations have the obligation to protect the org... Read More about How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies.

Turning the blind eye to destructive leadership – The forgotten destructive leaders (2018)
Book Chapter
Schyns, B., Neves, P., Wisse, B., & Knoll, M. (in press). Turning the blind eye to destructive leadership – The forgotten destructive leaders. In R. Riggio (Ed.), What’s Wrong With Leadership? (And How To Fix It). Routledge

Implicit Leadership Theory (2017)
Book Chapter
Alabdulhadi, A., Schyns, B., & Staudigl, L. (2017). Implicit Leadership Theory. In E. Curtis, & J. Cullen (Eds.), Leadership and change for the health professional (20-36). Open University Press

For over a hundred years, leadership has been an interesting topic for scholars and practitioners who try to understand what makes a good leader and effective leadership. Even today, the word "leadership" appears in the media almost every day and see... Read More about Implicit Leadership Theory.

Implicit Leadership Theories (2016)
Book Chapter
Schyns, B., & Riggio, R. (2016). Implicit Leadership Theories. In A. Farazmand (Ed.), Global encyclopedia of public administration, public policy, and governance (1-7). Springer Verlag. https://doi.org/10.1007/978-3-319-31816-5_2186-1

While leadership is often seen as what leaders do, more recent work in this area acknowledges that leadership is a process of interaction between different actors (i.e., leaders and followers) and the environment. This notion of a process of interact... Read More about Implicit Leadership Theories.

Führung. (2011)
Book Chapter
Kerschreiter, R., Schyns, B., & Frey, D. (2011). Führung. In D. Frey, & H. Bierhoff (Eds.), Sozialpsychologie – Interaktion und Gruppe (Band 22). Hogrefe

The limits of interactional leadership: the relationship between Leader-Member Exchange and span of control. (2010)
Book Chapter
Schyns, B., & Blank, H. (2010). The limits of interactional leadership: the relationship between Leader-Member Exchange and span of control. In T. Rigotti, S. Korek, & K. Otto (Eds.), Gesund mit und ohne Arbeit. Pabst Science Publishers

Challenges of Implicit Leadership Theories for Management. (2008)
Book Chapter
Schyns, B., & Felfe, J. (2008). Challenges of Implicit Leadership Theories for Management. In C. Wankel (Ed.), 21st Century Management - A Reference Handbook. SAGE Publications

Emotionalizing leadership in a cross-cultural context. (2006)
Book Chapter
Schyns, B., & Meindl, J. (2006). Emotionalizing leadership in a cross-cultural context. In E. Weldon, & W. Mobley (Eds.), Advances in Global Leadership (39-58). JAI press

Leader-Member Exchange and solidarity behaviour – A study of reciprocity. (2006)
Book Chapter
Schyns, B., Kroon, B., & Sanders, K. (2006). Leader-Member Exchange and solidarity behaviour – A study of reciprocity. In G. Graen (Ed.), Sharing Network Leadership, LMX Leadership: The Series. Information Age Publishing

Implicit theory of leadership (2006)
Book Chapter
Schyns, B. (2006). Implicit theory of leadership. In S. Rogelberg (Ed.), Encyclopedia of industrial and organizational psychology (334-335). SAGE Publications

Dyadic Leadership and Organizational Outcomes – Different Results of Different Instruments? (2005)
Book Chapter
Schyns, B., & Paul, T. (2005). Dyadic Leadership and Organizational Outcomes – Different Results of Different Instruments?. In G. Graen, & J. Graen (Eds.), Global Organizing Designs, LMX Leadership: The Series (173-203). Information Age Publishing

Der Einfluß von impliziten Führungstheorien und Persönlichkeitsmerkmalen auf die Wahrnehmung und Akzeptanz transformationaler Führung (The influence of implicit leadership theories and personality on the perception and acceptance of transformational leadership). (2004)
Book Chapter
Felfe, J., & Schyns, B. (2004). Der Einfluß von impliziten Führungstheorien und Persönlichkeitsmerkmalen auf die Wahrnehmung und Akzeptanz transformationaler Führung (The influence of implicit leadership theories and personality on the perception and acceptance of transformational leadership). In W. Bungard, B. Koop, & C. Liebig (Eds.), Psychologie und Wirtschaft leben. Aktuelle Themen der Wirtschaftspsychologie in Forschung und Praxis. Hampp

LMX in Germany -Theoretical and empirical reception of a dyadic leadership approach. (2004)
Book Chapter
Schyns, B. (2004). LMX in Germany -Theoretical and empirical reception of a dyadic leadership approach. In G. Graen (Ed.), New frontiers of Leadership, LMX Leadership: The Series (139-165). Information Age Publishing

Entwicklung einer Aufgabenanalyse für Führungskräfte. (Development of a task analysis for supervisors). (2004)
Book Chapter
Schyns, B., & Paul, T. (2004). Entwicklung einer Aufgabenanalyse für Führungskräfte. (Development of a task analysis for supervisors). In W. Bungard, B. Koop, & C. Liebig (Eds.), Psychologie und Wirtschaft leben. Aktuelle Themen der Wirtschaftspsychologie in Forschung und Praxis. Hampp