CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure

By Abraham Carmeli, Ashler Tishler, Amy C. Edmondson. 2012

254 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/051da643417e9f56ce26fab26c6e0f755c68efbf

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “Research suggests that psychological safety fosters voicing ideas for organizational improvements (Detert & Burris, 2007), the sharing of information and knowledge (Collins & Smith, 2006; Siemsen, Roth, Balasubramanian, & Anand, 2009), taking initiative to develop new products and services (Baer & F”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “The fundamental thesis of this stream of research is that neither a narrow focus on single CEOs, nor a simple aggregation of TMT characteristics can adequately capture the complex effect of top managers on organizations (Carmeli et al., 2012; Ling et al., 2008; Peterson et al., 2003).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…monitoring in order to provide further insight into the role of reinforcing cycles in trust development (Porter et al., 2003) and of other key team processes (e.g., team reflexivity and team effort) which have been found to affect trust in work teams (Carmeli et al., 2012; De Jong & Elfring, 2010).”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “For example, Carmeli et al. (2012) proposed that relational leadership improves decision quality, with psychological safety and learning from failures as mediators.”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, methodology): “When assessing team learning from experiences of failures, Carmeli, Tishler, and Edmondson (2012) included a measure with three items using the words “problem,” “mistake,” and “error,” thereby validating the conceptual overlap between mistakes and failures.”
Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams (2015, methodology): “As part of a larger project, we accessed TMTs from 500 firms (see Carmeli et al., 2011, 2012).1 82 TMTs (82 CEOs and 230 of their TMT members; response rate of 16.4”