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How to go from Good to Great
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Britain Needs Values-based Leadership to Steer The Ship through Uncertain Water
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Eight must-read Books on Leadership
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Winning Mentality
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Who Would Want to be CEO?
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Sinking Slowly – Diversity in Propensity to Trust predicts Downward Trust Spirals in Small Groups
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Trust Us
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Handbook of Conflict – Chapter 12
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The Process of Team Boundary Spanning in Multi-Organisational Contexts
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Leadership in Small Groups and Teams: Toward a Theory of Group Leadership
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Crossing Party Lines – Incorporating Measures of Individual Differences in Groups
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Conflict Resolutions – Group Thinking
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When the Issues are Intractable and Your Team is Divided
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Introduction to the Special Issue: Bringing Status to the Table—Attaining, Maintaining, and Experiencing Status in Organizations and Markets
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Conflict in Small Groups – the Meaning and Consequences of Process Conflict
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Leadership and conflict: Using power to manage conflict in groups for better rather than worse
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The Critical Role of Conflict Resolution in Teams – A Close Look at the Links between Conflict Type, Conflict Management Strategies, and Team Outcomes
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Women need to be given a Seat – and a Voice – in Boardrooms
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Cultural Intelligence and the Multinational Team Experience: Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?
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Cultural Intelligence and the Multinational Team Experience – Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?
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Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important
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When to Let Them Duke It Out?
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Leadership as Group Regulation. Chapter 7
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A Look at Groups from the Functional Perspective
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The Elusive Cultural Chameleon – Cultural Intelligence as a New approach to Intercultural Training for the Global Manager
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The Functional Perspective as a Lens for Understanding Groups
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Evaluating Top Management Teams Within the Investment Management Industry – Applying the Group Dynamics Q-Sort
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The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager
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The Impact of CEO Personality on Top Management Team Dynamics – One Mechanism by which Leadership Affects Organisational Performance
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Emerging Themes From a New Paradigm
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The Group Dynamics Q-Sort in Group Communication Research. Chapter 5
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Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement
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Towards a Deontological Approach to the Ethical Use of Social Influence
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A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups
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Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust
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How a Growth Mindset for in-house Legal Teams can help navigate through difficult times
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Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance
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Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders
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Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success
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A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups
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Revising the Value Pluralism Model: Incorporating Social Content and Contxt Postulates
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Focus vs Flexibility – Majority and Minority Can Both Improve Team Performance