DR RANDALL S PETERSON

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  • Key capabilities for the AI-enabled workplace

    Key capabilities for the AI-enabled workplace

  • Abel’s $25 million Berkshire paycheck is in the same league as other S&P 500 CEOs

    Abel’s $25 million Berkshire paycheck is in the same league as other S&P 500 CEOs

  • Could a self-help hit transform your management style?

    Could a self-help hit transform your management style?

  • What uniquely human skills must organizations cultivate to complement AI and ensure future relevance?

    What uniquely human skills must organizations cultivate to complement AI and ensure future relevance?

  • Do narcissists have a role in bettering organisations?

    Do narcissists have a role in bettering organisations?

  • Forced laughter.

    Forced laughter.

  • Letter published in the FT

    Letter published in the FT

  • 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

  • Why Tesla investors should care about Elon Musk’s multiplying ventures

    Why Tesla investors should care about Elon Musk’s multiplying ventures

  • 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

  • Outstanding Publication in Organizational Behavior Award 2022

    Outstanding Publication in Organizational Behavior Award 2022

  • 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 Warring Colleagues Spell Opportunity

    When Warring Colleagues Spell Opportunity

  • Leading a High-Performance Team

    Leading a High-Performance Team

  • Three rules for constructive debate

    Three rules for constructive debate

  • Three Rules for Constructive Debate

    Three Rules for Constructive Debate

  • 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

  • External Chief Executives not always best bet for UK Companies

    External Chief Executives not always best bet for UK Companies

  • 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

  • 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…