DR RANDALL S PETERSON

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  • From Chaos To Clarity: The Key Competencies Board Chairs Need Today

    From Chaos To Clarity: The Key Competencies Board Chairs Need Today

  • Quotas

    Quotas

  • Building a Diverse Team

    Building a Diverse Team

  • Disaster In the Boardroom

    Disaster In the Boardroom

  • How to be a Manbassador

    How to be a Manbassador

  • Leading and Managing People in the Dynamic Organization

    Leading and Managing People in the Dynamic Organization

  • Building Community Leaders

    Building Community Leaders

  • 5 coaching myths and a 5-step coaching reality check

    5 coaching myths and a 5-step coaching reality check

  • Leading High-Performance Teams in a Chaotic World

    Leading High-Performance Teams in a Chaotic World

  • 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

  • How to recruit a diverse team

    How to recruit a diverse team

  • Think – How to Kill Chaos with Kindness

    Think – How to Kill Chaos with Kindness

  • 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

  • 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

  • Why Quotas are Unlikely to be Effective for Diversification

    Why Quotas are Unlikely to be Effective for Diversification

  • Forbes – Risky Business: Bringing One’s Whole Self to Work when the Whole Self is Struggling

    Forbes – Risky Business: Bringing One’s Whole Self to Work when the Whole Self is Struggling

  • How to be a Manbassador

    How to be a Manbassador

  • Boards need to get Serious about Managing Organisational Culture

    Boards need to get Serious about Managing Organisational Culture

  • Boards need to get Serious about Managing Organisational Culture

    Boards need to get Serious about Managing Organisational Culture

  • Women in Tech: The Key to Success Post-Pandemic

    Women in Tech: The Key to Success Post-Pandemic

  • Capital Magazine – healthy tension could be just the right approach to creating an effective board (in Chinese)

    Capital Magazine – healthy tension could be just the right approach to creating an effective board (in Chinese)

  • 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

  • Britain Needs Values-based Leadership to Steer The Ship through Uncertain Water

    Britain Needs Values-based Leadership to Steer The Ship through Uncertain Water

  • 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?

  • 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

  • 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