DR RANDALL S PETERSON

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  • The Four Patterns of Boardroom Conflict and How to Manage Them

    The Four Patterns of Boardroom Conflict and How to Manage Them

  • Team Conflict

    Team Conflict

  • How to Handle a Difficult Board Member

    How to Handle a Difficult Board Member

  • Are You Ready For 2026?

    Are You Ready For 2026?

  • Six Kinds of Board Members

    Six Kinds of Board Members

  • How to spot a ‘quiet quitting’ CEO

    How to spot a ‘quiet quitting’ CEO

  • The heavy cost of Boardroom Disasters

    The heavy cost of Boardroom Disasters

  • Disaster in the Boardroom – Business Leader Bookshelf

    Disaster in the Boardroom – Business Leader Bookshelf

  • Why a leader’s humor is no laughing matter.

    Why a leader’s humor is no laughing matter.

  • Having Elon Musk as a boss is a tough gig.

    Having Elon Musk as a boss is a tough gig.

  • RTO mandates are showing a trust breakdown between bosses and workers

    RTO mandates are showing a trust breakdown between bosses and workers

  • Faking the Boss’s Jokes? Leader Humor Quantity, Follower Surface Acting, and Power Distance

    Faking the Boss’s Jokes? Leader Humor Quantity, Follower Surface Acting, and Power Distance

  • The Four Patterns of Team Conflict and How to Manage Them

    The Four Patterns of Team Conflict and How to Manage Them

  • Think – How to Kill Chaos with Kindness

    Think – How to Kill Chaos with Kindness

  • Expect more CEO exits over undisclosed personal relationships with colleagues

    Expect more CEO exits over undisclosed personal relationships with colleagues

  • Better Together – Member Proactivity is Better for Team Performance when aligned with Conscientiousness

    Better Together – Member Proactivity is Better for Team Performance when aligned with Conscientiousness

  • Team Composition Revisited: Expanding the Team Member Attribute Alignment Approach to Consider Patterns of More Than Two Attributes

    Team Composition Revisited: Expanding the Team Member Attribute Alignment Approach to Consider Patterns of More Than Two Attributes

  • Six Kinds of Board Members and How to Influence Them

    Six Kinds of Board Members and How to Influence Them

  • Leading in a crisis: Ukraine war forces business to step up

    Leading in a crisis: Ukraine war forces business to step up

  • Does One Rotten Apple Spoil the Barrel? Using a Configuration Approach to Assess the Conflict-Inducing Effects of a High-Neuroticism Team Member

    Does One Rotten Apple Spoil the Barrel? Using a Configuration Approach to Assess the Conflict-Inducing Effects of a High-Neuroticism Team Member

  • Kill Chaos with Kindness: Agreeableness Improves Team Performance Under Uncertainty

    Kill Chaos with Kindness: Agreeableness Improves Team Performance Under Uncertainty

  • When to Cooperate with Colleagues and When to Compete

    When to Cooperate with Colleagues and When to Compete

  • CEOs under fire: The psychology of leaders in a Warzone

    CEOs under fire: The psychology of leaders in a Warzone

  • FCR Report calls for more diversity on nominations committees

    FCR Report calls for more diversity on nominations committees

  • Remote Working has changed the rules of Motivating Employees

    Remote Working has changed the rules of Motivating Employees

  • What is companies’ role in ensuring workers get vaccinated

    What is companies’ role in ensuring workers get vaccinated

  • Executives and Boards, Avoid these Missteps in a Crisis

    Executives and Boards, Avoid these Missteps in a Crisis

  • Back Channels in the Boardroom: How to Prevent side conversations between Directors from Blocking Progress

    Back Channels in the Boardroom: How to Prevent side conversations between Directors from Blocking Progress

  • How to Unleash the Power of Intrinsic Motivations

    How to Unleash the Power of Intrinsic Motivations

  • The drive for strong leaders

    The drive for strong leaders

  • A Dynamic Perspective on Diverse Teams – Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance

    A Dynamic Perspective on Diverse Teams – Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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?

  • 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?