The Leadership Crossing Boundaries project gathers stake holders and organisations around three leadership themes. Please refer to the Dutch project page for the full description.

This article examines the consequences of stereotypical beliefs regarding gender, traits, and leadership styles for manager preferences.

Public leadership received increasing attention, but we still do not understand how the context of public leaders affects leadership. This research project delves into public leaders’ perceptions of the leadership situations they find themselves in, which are characterised by multiplicity – one could…

Public organizations have been confronted with severe budget cuts as a result of the most recent crisis. Public managers are tasked with the implementation of cutbacks. Using different case studies within Dutch ministries and the prison sector, we assess public managers’ change leadership in times of…

In the research project ‘Furthering public leadership’ the Leiden Leadership Centre collaborates with several public organisations in order to obtain academic insights on public leadership and to develop leadership in practice. This allows for evidence-based development of public leadership and direct…

Tom Buitelaar assesses how 'agency' is addressed in peacekeeping studies and identifies gaps.

Explaining cutback management strategies in public sector organisations: change leadership in times of crisis. How does the publicness of organisations affect the choice and implementation of cutback management strategies?

This article aims to explore the determinants of inclusive leadership. This type of leadership is valued for social equity and fairness.

This article explores how employees use leadership behaviours and how characteristics of the organizational context affect their engagement in leadership.

In this article, Ben S. Kuipers and Joanne Murphy review recent critiques of leadership theory and practice.

This article examines leadership encouragement and psychological safety as antecedents of prosocial rule-breaking (PSRB) behaviour.

Bernard Bernards examines constraints on innovation by focusing on cognitive uncertainty as a personal state that may affect innovative work behavior.

The authors aim to provide insight into the way in which frontline officials in teams employ leadership behaviour aimed at creating public value.

The field of leadership suffers from ‘adjectivism’, says Professor Ben Kuipers. He immediately caveats this by saying that he too is going furnish the word leadership with an adjective: ‘Public’. But the goal here is to view leadership in a different light in his new role as Professor of Public Lead…

On 3 July, students of the Leiden Leadership Programme received their certificates in the Marekerk church in Leiden. During the festive closing ceremony, it became clear that humanity and leadership go hand in hand. ‘As a leader, you have to listen, observe and acknowledge problems.’

Each year, the Leids Universitair Fonds (LUF) awards grants to research and educational project in various academic fields. In 2019, dr. Tanachia Ashikali received a grant to conduct an in-depth study into the determinants of inclusive leadership in public organisations: What does it take to be an inclusive…

On March 19th 2016, the editorial board of the journal Review of Public Personnel Administration awarded the article of Tanachia Ashikali and Sandra Groeneveld: “Diversity Management in Public Organizations and its Effect on Employees’ Affective Commitment. The Role of Transformational Leadership and…

In what ways can the professionalisation of teachers and supervisors in police education around diversity, inclusion and diverse professionalism be increased?

Honorata Mazepus and Jaroslaw Kantorowicz are assistant professors at the Institute of Security and Global Affairs. Mazepus and Kantorowicz are one of the authors of this article in Nature on the role of national identity on public health support during global pandemics.

This special issue focuses on emerging trends in the implementation of the WPS agenda. In reviewing the resolution 20 years since the passing of Resolution 1325, Newby and O'Malley have highlighted the gaps in implementation.

Implementing all kinds of change and introducing new structures, far-reaching rules and administrative systems may sometimes seem to distract an organisation from its purpose. Furthermore, there is growing recognition of the need of staff of public organisations to find more meaning in their work: the…