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Download 21st Century Management: A Reference Handbook - Volume Two by Charles Wankel PDF

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By Charles Wankel

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Birgit Schyns received her PhD at the University of Leipzig, Germany. She worked as an Assistant Professor in the Nether­lands where she continued her work on leadership, preparedness to change, and self-efficacy. Her research focuses on leadership, especially the perception of leadership and implicit leadership theories. She is currently a reader at the Portsmouth Business School, United Kingdom. Barbara Scozzi is Assistant Professor in Business and Management Engineering at the Polytechnic of Bari, Italy.

Members of teams with high levels of psychological safety are more likely to express themselves because they are less likely to be ridiculed, marginalized, teased, or punished for speaking up. This type of environment mitigates the impact of the IAD because team members feel comfortable sharing whatever information or opinions they possess. Teams, however, vary in their levels of psychological safety due to different group norms (Edmondson, Bohmer, & Pisano, 2001), team leader behavior (Nielsen & Halfhill, 2006), and power differential (Pfeffer, 1992).

Is emotional intelligence relevant for managing fundamental dilemmas that occur at the team level? We address this question in the next section of this chapter by examining two team-level dilemmas involving the asymmetry of information and interest. Information Asymmetry Dilemma Information sharing is a team process variable that is vitally important to effective team functioning. When information is not available to all team members, actively shared among teammates, or distributed equally, effectiveness can suffer.

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