Tina Kiefer

Is an organizational psychologist by background and received her MSc in Psychology and her PhD from the University of Fribourg (Switzerland). Previously worked at Birkbeck College, University of London, as a Visiting Scholar at the University of British Columbia in Vancouver (Canada) and as lecturer at the University of St. Gallen (Switzerland).

Research Interests

Daily experience of ongoing change and innovation, positive and negative emotional processes at work, justice processes, cultural implicit leadership theories, leadership behaviours in change, toxic and harmful work experiences' implications of budget cuts for public sector employees.

Publications

Journal Articles

• Barclay, L. J. and Kiefer, T. (2019) "In the aftermath of unfair events : understanding the differential effects of anxiety and anger", Journal of Management, 45, 5, 1802-1829
• Currie, G., Croft, C., Chen, Y., Kiefer, T., Staniszewska, S. and Lilford, R. (2018) "The capacity of health service commissioners to use evidence: a case study", Health Services and Delivery Research, 6, 12
• Rofcanin, Y., Kiefer, T. and Strauss, K. (2017) "What seals the I-deal? Exploring the role of employees' behaviours and managers' emotions", Journal of Occupational and Organizational Psychology , 90, 2, 203-224
• Kiefer, T., Hartley, J., Conway, N. and Briner, R. B. (2015) "Feeling the squeeze : public employees' experiences of cutback- and innovation-related organizational changes following a national announcement of budget reductions", Journal of Public Administration Research and Theory, 25, 4, 1279-1305
• Barclay, L. J. and Kiefer, T. (2014) "Approach or avoid? Exploring overall justice and the differential effects of positive and negative emotions", Journal of Management, Volume 40, Number 7, 1857-1898
• Conway, N., Kiefer, T., Hartley, J. and Briner, R. B. (2014) "Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change", British Journal of Management, Volume 25, Number 4, 737-754
• Conway, N., Kiefer, T., Hartley, J. and Briner, R. B. (2014) "Doing more with less ? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change", British Journal of Management, 25, 4, 737-754
• Schyns, B., Tymon, A., Kiefer, T. and Kerschreiter, R. (2013) "New ways to leadership development : a picture paints a thousand words", Management Learning, Volume 44, Number 1, 11-24
• Kiefer, T. and Barclay, L. J. (2012) "Understanding the mediating role of toxic emotional experiences in the relationship between negative emotions and adverse outcomes", Journal of Occupational and Organizational Psychology , Volume 85, Number 4, 600-625
• Schyns, B., Kiefer, T., Kerschreiter, R. and Tymon, A. (2011) "Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference", Academy of Management Learning and Education, 10, 3, 397-408
• Poppleton, S., Briner, R. B. and Kiefer, T. (2010) "The roles of context and everyday experience in understanding work-non-work relationships : a qualitative diary study of white- and blue-collar workers", Journal of Occupational and Organizational Psychology , Vol.81, No.3, 481-502
• Briner, R. B. and Kiefer, T. (2009) "Whither psychological research into emotion at work? Feeling for the future", International Journal of Work Organisation and Emotion, Vol.3, No.2, 161-173

Report

• Briner, R. B., Poppleton, S., Owens, S. and Kiefer, T. (2008) "The nature, causes and consequences of harm in emotionally-demanding occupations", Research Reports 610