DR RANDALL S PETERSON

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  • 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

  • How a Growth Mindset for in-house Legal Teams can help navigate through difficult times

    How a Growth Mindset for in-house Legal Teams can help navigate through difficult times

  • Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance

    Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance

  • Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders

    Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders

  • Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success

    Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success

  • A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups

    A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups

  • Revising the Value Pluralism Model: Incorporating Social Content and Contxt Postulates

    Revising the Value Pluralism Model: Incorporating Social Content and Contxt Postulates

  • Focus vs Flexibility – Majority and Minority Can Both Improve Team Performance

    Focus vs Flexibility – Majority and Minority Can Both Improve Team Performance

  • The Role of Values in predicting Fairness Judgements and Support of Affirmative Action

    The Role of Values in predicting Fairness Judgements and Support of Affirmative Action

  • The Slavery Debate in Antebellum America – Cognitive Style, Value Conflict, and the Limits of Compromise

    The Slavery Debate in Antebellum America – Cognitive Style, Value Conflict, and the Limits of Compromise

  • Racism and Liberal Democracy

    Racism and Liberal Democracy

  • Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers

    Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers

  • Assessing Political Group Dynamics – A Test of the Groupthink Model

    Assessing Political Group Dynamics – A Test of the Groupthink Model