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Disaster in the Boardroom: Six Dysfunctions Everyone Should Understand

1, 2022

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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

Journal of applied psychology, 2008-01, Vol.93 (1), p.170-188

2008

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Conflict in Small Groups: The Meaning and Consequences of Process Conflict

Small group research, 2011-04, Vol.42 (2), p.127-176

2011

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Task Conflict and Relationship Conflict in Top Management Teams: The Pivotal Role of Intragroup Trust

Journal of applied psychology, 2000-02, Vol.85 (1), p.102-111

2000

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The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

Organizational behavior and human decision processes, 2003-09, Vol.92 (1), p.102-112

2003

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Sinking Slowly: Diversity in Propensity to Trust Predicts Downward Trust Spirals in Small Groups

Journal of applied psychology, 2015-07, Vol.100 (4), p.1012-1024

2015

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Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict

Administrative science quarterly, 2021-06, Vol.66 (2), p.426-474

2021

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

Academy of Management journal, 2024-10, Vol.67 (5), p.1175-1206

2024

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Team Composition Revisited: A Team Member Attribute Alignment Approach

Organizational research methods, 2022-10, Vol.25 (4), p.642-672

2022

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The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager

Academy of Management learning & education, 2004-03, Vol.3 (1), p.100-115

2004

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When women win, we all win

Business strategy review, 2019-12, Vol.30 (2-3), p.32-33

Peterson, Randall S

2019

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Cultural intelligence

Business strategy review, 2019-12, Vol.30 (2-3), p.74-75

Peterson, Randall S

2019

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Introduction to the Special Issue: Bringing Status to the Table—Attaining, Maintaining, and Experiencing Status in Organizations and Markets

Organization science (Providence, R.I.), 2012-03, Vol.23 (2), p.299-307

2012

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The Process of Team Boundary Spanning in Multi-Organizational Contexts

Small group research, 2014-10, Vol.45 (5), p.506-538

2014

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The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One Mechanism by Which Leadership Affects Organizational Performance

Journal of applied psychology, 2003-10, Vol.88 (5), p.795-808

2003

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SPOT THE DIFFERENCE

Business strategy review, 2017-05, Vol.28 (2), p.16-19

PETERSON, RANDALL S

2017

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MUST‐READ BOOKS ON LEADERSHIP

Business strategy review, 2016-09, Vol.27 (3), p.34-34

Peterson, Randall S

2016

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FOUR STEPS TO LEADING DIVERSE TEAMS EFFECTIVELY

Business strategy review, 2016-09, Vol.27 (3), p.40-43

Peterson, Randall S

2016

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HOW TO GO FROM GOOD TO GREAT

Business strategy review, 2016-09, Vol.27 (3), p.22-23

Peterson, Randall S

2016

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THE VISION THING

Business strategy review, 2016-06, Vol.27 (2), p.18-21

Peterson, Randall S

2016

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HOW TO GO FROM GOOD TO GREAT

Business strategy review, 2016-03, Vol.27 (1), p.44-45

Peterson, Randall S

2016

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Focus Versus Flexibility Majority and Minority Influence Can Both Improve Performance

Personality & social psychology bulletin, 1996-01, Vol.22 (1), p.14-23

1996

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BEYOND CONTROL

Business strategy review, 2014-03, Vol.25 (1), p.79-81

Peterson, Randall S.

2014

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

Journal of personality and social psychology, 1997-05, Vol.72 (5), p.1107-1121

Peterson, Randall S

1997

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Point/Counterpoint: Introduction to SGR’s New Feature

Small group research, 2010-04, Vol.41 (2), p.249-250

2010

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Disaster in the Boardroom: Six Dysfunctions Everyone Should Understand

The Critical Role of Conflict Resolution in Teams: A Close Look at the Links Between Conflict Type, Conflict Management Strategies, and Team Outcomes

Conflict in Small Groups: The Meaning and Consequences of Process Conflict

Task Conflict and Relationship Conflict in Top Management Teams: The Pivotal Role of Intragroup Trust

The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

Sinking Slowly: Diversity in Propensity to Trust Predicts Downward Trust Spirals in Small Groups

Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict

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

Team Composition Revisited: A Team Member Attribute Alignment Approach

The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager

When women win, we all win

Cultural intelligence

Introduction to the Special Issue: Bringing Status to the Table—Attaining, Maintaining, and Experiencing Status in Organizations and Markets

The Process of Team Boundary Spanning in Multi-Organizational Contexts

The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One Mechanism by Which Leadership Affects Organizational Performance

SPOT THE DIFFERENCE

MUST‐READ BOOKS ON LEADERSHIP

FOUR STEPS TO LEADING DIVERSE TEAMS EFFECTIVELY

HOW TO GO FROM GOOD TO GREAT

THE VISION THING

HOW TO GO FROM GOOD TO GREAT

Focus Versus Flexibility Majority and Minority Influence Can Both Improve Performance

BEYOND CONTROL

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

Point/Counterpoint: Introduction to SGR’s New Feature

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