In times of crisis, having a clear purpose is more important than ever. The next time your team is in a difficult situation, how can you help them find purpose?


In the digital age, your communication tools matter. Leaders taking to social media during times of crisis should stick to Twitter. Research shows messages coming from Twitter had higher levels of engagement than those coming from Facebook.


Teams perform best when the person with the most knowledge around the team’s current decision makes the final call – this person may not be the formal leader. Make sure you are allocating influence to the right person at the right time in your team!


Team members actually perform better when a leader stresses the importance of deadlines and monitors timeliness of tasks vs. a leader who is more relaxed. Experiment with tweaking your communications at work or in group projects to end with clear timing expectations...


Individuals who identify as servant leaders may experience psychological strain and role conflict. Research shows increasing leader-leader interactions, or obtaining resources from superior leaders, can boost energy and reduce strain.


70% of team conflict originates at the individual or subgroup level, which has been revealed to increase team performance. As for the remainder, when conflict is not caused by a group in the minority, team performance is negatively affected.


As a leader, the more you engage in holistic thinking and consciously manage the paradoxes inherent to leadership, the more your subordinate’s proficiency, adaptivity, and proactivity will improve.


The more learning behavior and coaching driven by the leader, the more psychological safety that is fostered within the team, and the more team performance benefits as a result.


As a leader, work to increase your team’s ability to accurately perceive the prestige and role dynamics at play within the organization, as doing so will reduce status conflict, but also increase creative ideation and problem-solving performance.


Emphasizing team rewards that are contingent to performance can stimulate collaboration. The more collaboration that occurs, the more surface-level diversity effects are reduced and deep-level diversity effects are strengthened, thus resulting in positive performance...


If you are in (or lead) a hierarchal team, work to avoid any interteam conflict that may threaten team resources, as it promotes performance-detracting power struggles.