We attempt to resolve the seemingly contradictory findings that leaders in teams sometimes advance team outcomes and in other instances thwart performance. In two experiments, we examined the information sharing patterns of team leaders and their impact on decision quality. Contrary to previous...

The contribution of unique knowledge of experts within groups is essential for organizational productivity. Our study examined the combined status effects of expert and reward power on expert members' participation, influence and performance within decision-making groups. Previous research on...

Recent research has revealed that the recognition of expertise within groups is essential for group performance. Nevertheless, groups often fail to recognize and capitalize on the expert resources that they contain. In part, such failures may be attributed to the differential manner in which...

Organizations often match leaders with followers in order to foster cooperation, mitigate free riding, and thereby accomplish tasks effectively. This paper studies the effect of organization styles on leaders' choices of leadership strategy, and the effect of this choice on free-riding behavior....

Today’s organizations have come to view and to use workplace teams as information processors, making the ability to manage knowledge and expertise an essential pre-requisite for effective group decisions. Consequently, an important mandate for leaders of information processing groups is to...

Scholarly and anecdotal evidence suggests that, despite many Americans' increasing tolerance for diversity, workplace discrimination is on the rise. This essay addresses the role that learning or, more specifically, barriers to learning play in the perpetuation of discrimination. We use several...

Recently, we have seen an increase in the number of female executives. Little has been done, however, to assess how investors perceive women leaders. This study uses the market-signaling and diversity literatures to link announcements of appointments of top executives with shareholder reactions,...

This chapter identifies three crisis leadership orientations that research suggests are necessary for leaders and their organizations to manifest positivity in crisis. We argue that leaders who have a mindset for 1) learning and adapting to rapidly changing circumstances; 2) seeing possibilities...

The previous decade has been marked by a plethora of organizational crises, including natural disasters, acts of terrorism, scandals, and financial mismanagement. Yet, many leaders are woefully ill-prepared for the important role they may need to play in leading an organization through a crisis....