DR RANDALL S PETERSON

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  • Incorporating measures of individual differences in groups

    Incorporating measures of individual differences in groups

  • 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

  • How to be an equity-focused leader

    How to be an equity-focused leader

  • 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

  • How board diversity improves culture and performance

    How board diversity improves culture and performance

  • What Difference Does a Diverse Board Make

    What Difference Does a Diverse Board Make

  • WFH and burnout: How to be a better boss to remote workers

    WFH and burnout: How to be a better boss to remote workers

  • How to be a Manbassador

    How to be a Manbassador

  • 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

  • When women win, we all win

    When women win, we all win

  • 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

  • Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement

    Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement

  • Towards a Deontological Approach to the Ethical Use of Social Influence

    Towards a Deontological Approach to the Ethical Use of Social Influence

  • A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups

    A Contingent Configuration Approach to Understanding the Role of Personality in Organisational Groups

  • Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust

    Task Conflict and relationship Conflict in Top Management Teams – The Pivotal Role of Intragroup Trust

  • Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance

    Cause Or Effect? An Investigation of the Relationship Between Top Management Team Group Dynamics and Organisational Performance

  • Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders

    Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders

  • Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success

    Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success