DR RANDALL S PETERSON

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  • Leading a diverse team: co-operation is not enough

    Leading a diverse team: co-operation is not enough

  • Eight must-read Books on Leadership

    Eight must-read Books on Leadership

  • Winning Mentality

    Winning Mentality

  • Who Would Want to be CEO?

    Who Would Want to be CEO?

  • LBS Executive Derailment

    LBS Executive Derailment

  • 2015 Global Leadership Conference

    2015 Global Leadership Conference

  • Why did you sack me?

    Why did you sack me?

  • Sinking Slowly – Diversity in Propensity to Trust predicts Downward Trust Spirals in Small Groups

    Sinking Slowly – Diversity in Propensity to Trust predicts Downward Trust Spirals in Small Groups

  • Trust Us

    Trust Us

  • Handbook of Conflict – Chapter 12

    Handbook of Conflict – Chapter 12

  • The Process of Team Boundary Spanning in Multi-Organisational Contexts

    The Process of Team Boundary Spanning in Multi-Organisational Contexts

  • Women in Leadership: 10 minutes with Randall Peterson

    Women in Leadership: 10 minutes with Randall Peterson

  • How to make a decision when your team doesn’t agree

    How to make a decision when your team doesn’t agree

  • Leadership in Small Groups and Teams: Toward a Theory of Group Leadership

    Leadership in Small Groups and Teams: Toward a Theory of Group Leadership

  • Crossing Party Lines – Incorporating Measures of Individual Differences in Groups

    Crossing Party Lines – Incorporating Measures of Individual Differences in Groups

  • Conflict Resolutions – Group Thinking

    Conflict Resolutions – Group Thinking

  • When the Issues are Intractable and Your Team is Divided

    When the Issues are Intractable and Your Team is Divided

  • Introduction to the Special Issue: Bringing Status to the Table—Attaining, Maintaining, and Experiencing Status in Organizations and Markets

    Introduction to the Special Issue: Bringing Status to the Table—Attaining, Maintaining, and Experiencing Status in Organizations and Markets

  • Conflict in Small Groups – the Meaning and Consequences of Process Conflict

    Conflict in Small Groups – the Meaning and Consequences of Process Conflict

  • Leadership and conflict: Using power to manage conflict in groups for better rather than worse

    Leadership and conflict: Using power to manage conflict in groups for better rather than worse

  • When women win, we all win

    When women win, we all win

  • The Critical Role of Conflict Resolution in Teams – A Close Look at the Links between Conflict Type, Conflict Management Strategies, and Team Outcomes

    The Critical Role of Conflict Resolution in Teams – A Close Look at the Links between Conflict Type, Conflict Management Strategies, and Team Outcomes

  • Women need to be given a Seat – and a Voice – in Boardrooms

    Women need to be given a Seat – and a Voice – in Boardrooms

  • Cultural Intelligence and the Multinational Team Experience: Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?

    Cultural Intelligence and the Multinational Team Experience: Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?

  • Zip it!

    Zip it!

  • Cultural Intelligence and the Multinational Team Experience – Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?

    Cultural Intelligence and the Multinational Team Experience – Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?

  • Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important

    Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important

  • When to Let Them Duke It Out?

    When to Let Them Duke It Out?

  • Leadership as Group Regulation. Chapter 7

    Leadership as Group Regulation. Chapter 7

  • A Look at Groups from the Functional Perspective

    A Look at Groups from the Functional Perspective

  • The Elusive Cultural Chameleon – Cultural Intelligence as a New approach to Intercultural Training for the Global Manager

    The Elusive Cultural Chameleon – Cultural Intelligence as a New approach to Intercultural Training for the Global Manager

  • The Functional Perspective as a Lens for Understanding Groups

    The Functional Perspective as a Lens for Understanding Groups

  • Evaluating Top Management Teams Within the Investment Management Industry – Applying the Group Dynamics Q-Sort

    Evaluating Top Management Teams Within the Investment Management Industry – Applying the Group Dynamics Q-Sort

  • The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager

    The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager

  • The Impact of CEO Personality on Top Management Team Dynamics – One Mechanism by which Leadership Affects Organisational Performance

    The Impact of CEO Personality on Top Management Team Dynamics – One Mechanism by which Leadership Affects Organisational Performance

  • Emerging Themes From a New Paradigm

    Emerging Themes From a New Paradigm

  • The Group Dynamics Q-Sort in Group Communication Research. Chapter 5

    The Group Dynamics Q-Sort in Group Communication Research. Chapter 5

  • Fear and loving…

    Fear and loving…

  • Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement

    Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement

  • Towards a Deontological Approach to the Ethical Use of Social Influence

    Towards a Deontological Approach to the Ethical Use of Social Influence

  • A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups

    A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups

  • Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust

    Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust