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Janka Stoker

Position and department:
Professor ‘Leadership and Organizational Change’ and director In the LEAD, department of HRM/OB

Short bio:
Janka Stoker studied Social and Industrial & Organizational Psychology in Groningen, and obtained her PhD at the University of Twente (1998). Since 2003 she is professor of leadership and organizational change, University of Groningen. Currently she is director of the expertisecenter In the LEAD at the same university. She has published in psychological and management outlets, including Personality and Social Psychology Bulletin, Psychological Science, Leadership Quarterly, and Group & Organization Management. She regularly presents her work to academic audiences and stakeholders in the field and is involved in several executive teaching programs. She has received financial support for her research from government agencies and private companies.

Janka Stoker her research focuses on themes like leadership, power, diversity and top management teams. Her current research projects are placed within the leadership center In the LEAD. This center offers a unique and novel approach by using insights from economics as well as from leadership and management scholars, to provide solid empirical evidence on the nexus between the individual leader and the organizational context. These projects generate insights on e.g. the functioning of boards in hybrid organizations, the effects of a crisis on leadership behavior, and cross-cultural differences in leadership behaviors.  

Ongoing projects:
Leadership in hybrid organisations (co-funded by Aedes)
In this post-doc project (in collaboration with Jacob Veenstra and Hary Garretsen), we investigate effective leadership in hybrid organisations, specifically in housing corporations. We study characteristics of boards and top management teams, in relation to effectiveness and firm performance.  

Top management dilemma’s: how accountability influences a focus on collective goals (funded by the Dutch Central Bank)
In this PhD-project (executed by Melanie de Waal, co-supervised by Floor Rink) we study the role of accountability in relation to both internal and external supervisors, and how both types of regulation influence a focus on collective goals. More specifically, this research examines in the field at the individual, team and organisational level 1) how the internal and external accountability audiences work, 3) under which circumstances they have an effect and, 3) how this relates to risk-taking at the organizational level.


  1. Ryan, M. K., Haslam, A., Morgenroth, T., Rink, F., Stoker, J., & Peters, K. (2016). Getting on top of the glass cliff: Reviewing a decade of evidence, explanations and impact. The Leadership Quarterly, 3, 446-455.
  2. Van der Kam, N. A., van der Vegt, G., Janssen, O., & Stoker, J. I. (2015). Heroic or hubristic? A componential approach to the relationship between perceived transformational leadership and leader-member exchanges. European Journal of Work and Organizational Psychology, 24(4), 611-626.
  3. De Waal, M. M., Rink, F., & Stoker, J. I. (2015). Formal and informal dimensions of compliance effectiveness. Business Compliance, 2, 15-27.
  4. De Poel, F. M., Stoker, J. I., & Van der Zee, K. I. (2014). Leadership and Organizational Tenure Diversity as Determinants of Project Team Effectiveness. Group & Organization Management, 39(5), 532-560.
  5. Stoker, J.I., Grutterink, H. & Kolk, N.J. (2012). Do transformational leaders always make the difference? The role of TMT feedback seeking behavior. The Leadership Quarterly, 23, 582-592.
Last modified:30 June 2017 12.16 p.m.