As the use of virtual teams has increased in organizations, there has been an increase in research focused on those settings. This study identifies factors associated with effectiveness and satisfaction at both the member and team level. Among other variables leadership characteristics and behaviors have been shown to influence virtual team outputs. However, new research in the leadership area,...

Although a tremendous amount of research in the last decade has begun to disentangle interaction factors and performance outcomes associated with virtual teams, significant gaps still exist in our understanding, particularly in terms of virtual team leadership. Shared leadership may be particularly important to virtual teams, where team members’ separation from the leader and from one another m...

Partially distributed teams (PDTs) are common as organizations collaborate across distances. A PDT has at least one collocated subteam and at least two geographically dispersed subteams. We describe a large-scale experiment that examines student global PDTs working on software requirements for an emergency MIS; the teams comprised one U.S. subteam and one Dutch subteam. Leadership configuration...

We investigated the effects of dyadic training on medical students' resuscitation performance during cardiopulmonary resuscitation (CPR) training.We provided students with a 2-hour training session on CPR for simulated cardiac arrest. Student teams were split into double groups (Dyad training groups: Groups A and B) or Single Groups. All groups received 2 CPR simulation rounds. CPR simulation t...

This article reports on an examination of the relationships between chief executive officer (CEO) personality, transformational and transactional leadership, and multiple strategic outcomes in a sample of 75 CEOs of Major League Baseball organizations over a 100-year period. CEO bright-side personality characteristics (core self-evaluations) were positively related to transformational leadershi...

This research focused on the question: What leadership constraints contribute to the complexity of the working environment faced by global virtual team leaders and how do those leadership constraints impact the behavior of leaders when they are trying to meet team member expectations? This qualitative study of a high performing team within a multinational corporation (MNC) identified four const...

Critical care is formulated and delivered by a team. Accordingly, behavioral scientific principles relevant to teams, namely psychological safety, transactive memory and leadership, apply to critical care teams. Two experts in behavioral sciences review the impact of psychological safety, transactive memory and leadership on medical team outcomes. A clinician then applies those principles to tw...

We examine the impact of the subjective experience of power on leadership dynamics and team performance and find that the psychological effect of power on formal leaders spills over to affect team performance. We argue that a formal leader’s experience of heightened power produces verbal dominance, which reduces team communication and consequently diminishes performance. Importantly, because th...

Executive Summary Critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team. Yet historically boardrooms have proven to be one of the most difficult places to build an effective team. Numerous factors work against boards operating as teams such as the small amount of time directors have together, limited access to criti...

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance an...