Question 1

LEADERSHIP

Accepted Answer

All ears: why listening is the most important skill for CEOs  Leading in a crisis: Ukraine war forces business to step up  Successful leadership: building a solid future for your organisation The science behind successful teams 30 years on: What good leadership looks like It's time to vote majority rule off the company board The drive for strong leaders Leading a high-performance team Leadership insights: Trust in the right people Elephants: Get out of the boardroom Boardroom insights: What makes a great chair When to let them duke it out The vision thing: Seven frames of leadership Trust us Motivation for leaders: Seven proven levers Leading across cultures: Bringing out the best of all worlds Britain needs values-based leadership to steer the ship through uncertain water A directive leadership style in group decision making can be both virtue and Vice: Evidence from elite and experimental groups Can you have too much of a good thing? The limits of voice for improving satisfaction with leaders Choosing between a rock and a hard place when data are scarce and the questions important: Reply to Hollenbeck, DeRue, and Mannor A look at groups from the functional perspective Group dynamics in top management teams: Groupthink, vigilance, and alternative models of organizational failure and success Leadership and conflict: Using power to manage conflict in groups for better rather that worse The impact of Chief Executive Officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance Executives and Boards, Avoid These Missteps in a Crisis

Question 2

TEAMS

Accepted Answer

When to cooperate with colleagues and when to compete  Team Composition Revisited: A Team Member Attribute Alignment Approach The science behind successful teams 30 years on: What good leadership looks like How should you do a board evaluation? It's time to vote majority rule off the company board Evaluating top management teams within the investment management industry: Applying the group dynamics Q-Sort Leading a high performance team Leading teams: Tactics inspired by the Middle East The 3Ds of global boardroom discussions Boardroom insights: What makes a great chair When to let them duke it out Three ways to get the best out of diverse teams Lessons in leading diverse teams Leading across cultures: Bringing out the best of all worlds Conflict resolution: Group thinking Conflict management in teams A contingent configuation approach to understanding the role of personality in organizational groups A dynamic perspective on diverse teams: Moving from the dual-process model to a dynamic coordination-based model of diverse team performance A directive leadership style in group decision making can be both virtue and Vice: Evidence from elite and experimental groups Cause or effect? An Investigation of the relationship between top management team group dynamics and organizational performance Conflict in small groups: The meaning and consequences of process conflict Assessing political group dynamics: A test of the groupthink model A look at groups from the functional perspective Group dynamics in top management teams: Groupthink, vigilance, and alternative models of organizational failure and success Sinking slowly: Diversity in propensity to trust predicts downward trust spirals in small groups Strategies for developing trust through constructive conflict resolution in teams Cultural intelligence and the multinational team experience: Does the experience of working in a multinational team improve cultural intelligence? 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 The functional perspective as a lens for understanding groups The elusive cultural chameleon: Cultural intelligence a s a new approach to intercultural training for the Global Manager The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strtegies, and team outcomes How a Growth Mindset for in-house legal teams can help navigate through difficult times Things Are Not Always What They Seem: The Origins And Evolution Of Intragroup Conflict

Question 3

HUMAN RESOURCES

Accepted Answer

30 years on: What good leadership looks like How should you do a board evaluation? Evaluating top management teams within the investment management industry: Applying the group dynamics Q-Sort Should employers reward employees for healthy habits? Bullies need not apply A dynamic perspective on diverse teams: Moving from the dual-process model to a dynamic coordination-based model of diverse team performance Can you have too much of a good thing? The limits of voice for improving satisfaction with leaders Cause of effect? An Investigation of the relationship between top management team group dynamics and organizational performance Incoporating measures of individual differences in groups The role of values in predicting fairness judgments and support of affirmative action

Question 4

PERSONAL DEVELOPMENT

Accepted Answer

30 years on: What good leadership looks like Rethinking Authenticity Three rules for constructive debate How to unleash the power of intrinsic motivation When self-confidence is a curse The vision thing: Seven frames of leadership Five negotiator types: Which are you? 5 coaching myths and a 5-step coaching reality check Choosing between a rock and a hard place when data are scarce and the questions important: Reply to Hollenbeck, DeRue, and Mannor Focus versus flexibility: Majority and minority influence can both improve performance The functional perspective as a lens for understanding groups

Question 5

DIVERSITY

Accepted Answer

What Difference Does a Diverse Board Make? Board Diversity and Effectiveness in FTSE 350 Companies How Working From Home Is Impacting Women Rethinking Authenticity Leading teams: Tactics inspired by the Middle East The 3Ds of global boardroom discussions Three ways to get the best out of diverse teams Lessons in leading diverse teams Leading across cultures: Bringing out the best of all worlds A dynamic perspective on diverse teams: Moving from the dual-process model to a dynamic coordination-based model of diverse team performance Incoporating measures of individual differences in groups Sinking slowly: Diversity in propensity to trust predicts downward trust spirals in small groups Cultural intelligence and the multinational team experience: Does the experience of working in a multinational team improve cultural intelligence? The elusive cultural chameleon: Cultural intelligence a s a new approach to intercultural training for the Global Manager Cultural intelligence and global leadership: Time to let go of being on time? How to be a Manbassador When women win, we all win

Question 6

CULTURAL INTELLIGENCE

Accepted Answer

Rethinking Authenticity The 3Ds of global boardroom discussions The vision thing: Seven frames of leadership  A contingent configuation approach to understanding the role of personality in organizational groups Assessing political group dynamics: A test of the groupthink model Emerging themes from a new paradigm Cultural intelligence and the multinational team experience: Does the experience of working in a multinational team improve cultural intelligence? The elusive cultural chameleon: Cultural intelligence a s a new approach to intercultural training for the Global Manager

Question 7

HAPPINESS

Accepted Answer

Rethinking Authenticity The drive for strong leaders Should employers reward employees for healthy habits? Winning mentality How to go from good to great Bringing status to the table—Attaining, maintaining, and experiencing status in organizations and markets

Question 8

LEADING TEAMS

Accepted Answer

Team Composition Revisited: A Team Member Attribute Alignment Approach Evaluating top management teams within the investment management industry: Applying the group dynamics Q-Sort Leadership insights: Trust in the right people Leading teams: Tactics inspired by the Middle East When to let them duke it out Lessons in leading diverse teams A directive leadership style in group decision making can be both virtue and Vice: Evidence from elite and experimental groups Strategies for developing trust through constructive conflict resolution in teams The process of team boundary spanning in multi-organizational contexts Executives and Boards, Avoid These Missteps in a Crisis

Question 9

MOTIVATION

Accepted Answer

How should you do a board evaluation? Three rules for constructive debate How to unleash the power of intrinsic motivation Healthy tension is an essential part of an effective board Who would want to be CEO? Trust us Motivation for leaders: Seven proven levers  How to go from good to great  Bringing status to the table—Attaining, maintaining, and experiencing status in organizations and markets Can you have too much of a good thing? The limits of voice for improving satisfaction with leaders Choosing between a rock and a hard place when data are scarce and the questions important: Reply to Hollenbeck, DeRue, and Mannor Emerging themes from a new paradigm

Question 10

CONFLICT MANAGEMENT

Accepted Answer

Going nowhere fast: Executive derailment and how to avoid it Conflict resolution: Group thinking Bullies need not apply Conflict management in teams Conflict in small groups: The meaning and consequences of process conflict Does one rotten apple spoil the barrel? Using a configuration approach to access the conflict-inducing effects of a high-neuroticism team member Flattering and unflattering personality portraits of integratively simple and complex managers Leadership and conflict:. Using power to manage conflict in groups for better rather that worse Task conflict and relatioship conflict in top management teams: The pivotal role of intragroup trust Strategies for developing trust through constructive conflict resolution in teams The slavery debate in Antebellum America: Cognitive style, value conflict, and the limits of compromise The dynamic relationship between performance feedback, trust , and conflict in groups: A longitudinal study The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strtegies, and team outcomes Things Are Not Always What They Seem: The Origins And Evolution Of Intragroup Conflict

Question 11

PERFORMANCE

Accepted Answer

When to cooperate with colleagues and when to compete  A dynamic perspective on diverse teams: Moving from the dual-process model to a dynamic coordination-based model of diverse team performance Bringing status to the table—Attaining, maintaining, and experiencing status in organizations and markets Can you have too much of a good thing? The limits of voice for improving satisfaction with leaders Cause of effect? An Investigation of the relationship between top management team group dynamics and organizational performance Choosing between a rock and a hard place when data are scarce and the questions important: Reply to Hollenbeck, DeRue, and Mannor A look at groups from the functional perspective Focus versus flexibility: Majority and minority influence can both improve performance The impact of Chief Executive Officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance

Question 12

BOARD EFFECTIVENESS

Accepted Answer

Disaster in the Boardroom  What Difference Does a Diverse Board Make? It's time to vote majority rule off the company board Elephants: Get out of the boardroom Boardroom insights: What makes a great chair The future of board effectiveness Boards need to get serious about managing organizational culture Back channels in the boardroom How you should do a board evaluation The 3Ds of global boardroom discussions Healthy tension is an essential part of an effective board Boards turn a blind eye to climate change David Pyott: The Battle for Allergan (case) Executives and Boards, Avoid These Missteps in a Crisis

Question 13

TOP MANAGEMENT TEAMS

Accepted Answer

30 years on: What good leadership looks like Back channels in the boardroom When to let them duke it out A directive leadership style in group decision making can be both virtue and Vice: Evidence from elite and experimental groups Group dynamics in top management teams: Groupthink, vigilance, and alternative models of organizational failure and success The impact of Chief Executive Officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance Evaluating top management teams within the investment management industry: Applying the group dynamics Q-Sort Cause or effect? An Investigation of the relationship between top management team group dynamics and organizational performance Assessing political group dynamics: A test of the groupthink model Who would want to be a CEO Commercial International Bank (case) Executives and Boards, Avoid These Missteps in a Crisis

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