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Laughing at the Boss’s jokes
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Alessandro Riccombeni Case B: Resolving the impasse
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Alessandro Riccombeni Case A: Lessons in leadership
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Faking the Boss’s Jokes? Leader Humor Quantity, Follower Surface Acting, and Power Distance
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Think – How to Kill Chaos with Kindness
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Better Together – Member Proactivity is Better for Team Performance when aligned with Conscientiousness
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Team Composition Revisited: Expanding the Team Member Attribute Alignment Approach to Consider Patterns of More Than Two Attributes
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Does One Rotten Apple Spoil the Barrel? Using a Configuration Approach to Assess the Conflict-Inducing Effects of a High-Neuroticism Team Member
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Kill Chaos with Kindness: Agreeableness Improves Team Performance Under Uncertainty
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WFH and burnout: How to be a better boss to remote workers
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A Dynamic Perspective on Diverse Teams – Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance
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Sinking Slowly – Diversity in Propensity to Trust predicts Downward Trust Spirals in Small Groups
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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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Women in Leadership: 10 minutes with Randall Peterson
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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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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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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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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 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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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