All My Content

Faking the Boss’s Jokes? Leader Humor Quantity, Follower Surface Acting, and Power Distance
Think – How to Kill Chaos with Kindness
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
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
UK Board Directors value diversity of thought above gender, age and ethnicity, study finds
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
Handbook of Conflict – Chapter 12
The Process of Team Boundary Spanning in Multi-Organisational Contexts
Leadership in Small Groups and Teams: Toward a Theory of Group Leadership
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
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
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?
Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important
Leadership as Group Regulation. Chapter 7
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 Functional Perspective as a Lens for Understanding Groups
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
Emerging Themes From a New Paradigm
The Group Dynamics Q-Sort in Group Communication Research. Chapter 5
Leading Organizational Change: A Comparison of County and Campus Views of Extension Engagement
Towards a Deontological Approach to the Ethical Use of Social Influence
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
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
Group Dynamics in Top Management Teams – Groupthink, Vigilance and Alternative Models of Organisational Failure and Success
A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups
Revising the Value Pluralism Model: Incorporating Social Content and Contxt Postulates
Focus vs Flexibility – Majority and Minority Can Both Improve Team Performance
The Role of Values in predicting Fairness Judgements and Support of Affirmative Action
The Slavery Debate in Antebellum America – Cognitive Style, Value Conflict, and the Limits of Compromise
Racism and Liberal Democracy
Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers

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

Think – How to Kill Chaos with Kindness

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

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

UK Board Directors value diversity of thought above gender, age and ethnicity, study finds

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

Handbook of Conflict – Chapter 12

The Process of Team Boundary Spanning in Multi-Organisational Contexts

Leadership in Small Groups and Teams: Toward a Theory of Group Leadership

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

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

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?

Choosing Between a Rock and a Hard Place – When Data are Scarce and the Questions Important

Leadership as Group Regulation. Chapter 7

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 Functional Perspective as a Lens for Understanding Groups

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

Emerging Themes From a New Paradigm

The Group Dynamics Q-Sort in Group Communication Research. Chapter 5

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

Towards a Deontological Approach to the Ethical Use of Social Influence

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

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

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

A Directive Leadership Style in Group Decision Making Can Be Both Virtue and Vice – Evidence From Elite and Experimental Groups

Revising the Value Pluralism Model: Incorporating Social Content and Contxt Postulates

Focus vs Flexibility – Majority and Minority Can Both Improve Team Performance

The Role of Values in predicting Fairness Judgements and Support of Affirmative Action

The Slavery Debate in Antebellum America – Cognitive Style, Value Conflict, and the Limits of Compromise

Racism and Liberal Democracy

Flattering and Unflattering Personality Portraits of Integratively Simple and Complex Managers