Professor Frederik Anseel joined UNSW Business School in November 2019 as Associate Dean, Research. Frederik was previously Vice-Dean Research at King’s College London (UK), Head of Department at Ghent University (Belgium) and has held visiting positions at ESSEC Business School (France), Bocconi University (Italy) and University of Groningen (The Netherlands).
Frederik's research has been published in leading journals such as Journal of Applied Psychology, Journal of Management, Research Policy, Organisational Behaviour and Human Decision Process and Psychological Science. His work has also been featured in public media such as Harvard Business Review, BBC, Science, Psychology Today, the New York Times, the Wall Street Journal and The Guardian.
As well as working in academia, Frederik has several years of industry experience by founding and managing two consulting firms, and has contributed to leadership development and performance management initiatives in a variety of industries such as banking, healthcare, consulting, government, energy management and manufacturing. He has consulted clients including Ageas, AG Insurance, Barclays, Ahold, KBC, BNP Paribas, Deloitte, KPMH, RICS, Gallup, Econocom, Engie, Philips, Volvo and VPK Packaging Group.
Frederik has won several awards, including an Academy of Management Best Paper award and he is elected Fellow of the International Association of Applied Psychology (IAAP). He currently serves as the President of the European Association of Work and Organisational Psychology, with 2000 members, it is the leading European association for evidence-based insights regarding people, work and organisation.
Frederik’s research focuses on the psychological microfoundations of organizational learning, innovation and entrepreneurship. He examines how leadership can optimally support these processes.
Why do people seek feedback? When do individuals learn from feedback? How can reflection help leaders to improve their performance? How can people remain engaged and vigorous in the face of challenges? How do leaders encourage new ideas? When are employees at risk of burning out?