M
Matthew J. Pearsall
Researcher at University of North Carolina at Chapel Hill
Publications - 20
Citations - 1576
Matthew J. Pearsall is an academic researcher from University of North Carolina at Chapel Hill. The author has contributed to research in topics: Transactive memory & Psychological safety. The author has an hindex of 13, co-authored 19 publications receiving 1316 citations. Previous affiliations of Matthew J. Pearsall include University of Maryland, College Park & University of Arizona.
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Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams
TL;DR: The authors integrated theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time.
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Unlocking the effects of gender faultlines on team creativity: is activation the key?
TL;DR: Results indicated that the activation of gender fault lines negatively affected the number and overall creativity of ideas and the relationship between activated gender faultlines and team creativity was partially mediated by the level of conflict within the team.
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Coping with challenge and hindrance stressors in teams: Behavioral, cognitive, and affective outcomes
TL;DR: In this paper, the authors used the challenge-hindrance framework to examine the discrete and combined effects of different environmental stressors on behavioral, cognitive, and affective outcomes at the team level.
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The Effects of Critical Team Member Assertiveness on Team Performance and Satisfaction
TL;DR: In this paper, the authors used the workflow networks literature to investigate the effects of critical team member dispositional assertiveness on team performance and satisfaction, and they found that critical team members' assertiveness positively affected team performance.
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Thick as thieves: the effects of ethical orientation and psychological safety on unethical team behavior.
TL;DR: For example, this paper found that the presence of a formalistic orientation within the team was negatively related to collective unethical decisions, while the existence of a utilitarian orientation was positively related to both unethical decisions and behaviors.