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
Leaders tested by employee Engagement and Strategy Delivery
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
Women in Leadership: 10 minutes with Randall Peterson
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

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

Leaders tested by employee Engagement and Strategy Delivery

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

Women in Leadership: 10 minutes with Randall Peterson

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