Saleem Mistry

• Associate Professor at University of Delaware

This chapter focuses on the capabilities and strategies involved in the development and use of organizational agility. Organizational agility is necessary to respond effectively to disruptive events, development of new technologies, institutional changes, and other environmental changes. These factors require firms to continuously change allowing t...

Employees can be proactive in establishing good working relationships with their managers to enhance their own effectiveness. We propose that an important way that they can do so is by engaging in behaviors we refer to as “Managing Your Boss” (MYB) that involve employees taking the initiative to understand their managers’ goals, needs, and working...

As the prevalence of multiple team membership (MTM) arrangements continues to grow, researchers have argued that shifting between teams and work roles induces MTM identity strain and other harmful outcomes. Drawing from work role transitions research on role identity and integrating it with social identity theory, we investigate this line of reason...

Despite the belief that strategy implementation begins at the very top of a firm, there remains an inadequate understanding about top management teams’ (TMTs) involvement in the strategy implementation process. Building upon and extending strategic leadership theory, we develop and empirically test a theoretical model of the interactive effects of...

This symposium showcases multiple team membership (MTM) employee experiences research that examines critical individual and team-level outcomes (e.g., stress, performance, viability, citizenship behavior, and career-related outcomes) in the following two areas: (a) the experiences of MTM employees across their teams (e.g., teamwork quality, team le...

In today’s turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing research on team effectiveness, we know very little about what enables teams to “bounce back” from adversity-induced setbacks. This is problematic becau...

Employees increasingly serve on more than one team simultaneously, an arrangement referred to as multiple team membership (MTM). Despite the increasing popularity of MTM arrangements, the predominant focus of the teams literature has been on the archetypal team with a stable set of members who belong to only one team at a time. MTMs have far-reachi...

Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followersꞋ satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team...

Though prevalent in practice, team charters have only recently received scholarly attention. However, most of this work has been relatively devoid of theory, and consequently, key questions about why and under what conditions team charter quality affects team performance remain unanswered. To address these gaps, we draw on macro organizational cont...

Employees are often more productive and motivated when structured in teams than when working individually. It is not surprising, then, that an estimated 80% of organizations worldwide utilize team structures, and a myriad of studies on team effectiveness can be found in the management and organizations literature. Yet, despite the prevalence of tea...

This study examines the complex interplay between a leader’s conscientiousness and authenticity as joint predictors of his or her team’s collective attitudes. We hypothesize that the influence of a leader’s conscientiousness on a team’s satisfaction with leader is contingent upon the leader’s authenticity (i.e., being true to one’s self). In turn,...

Globalization continues to occupy headlines, and thus the minds of business professionals throughout the world. As a consequence of globalization, organizations have increasingly expanded the markets they serve while simultaneously relying on diverse labor pools to exceed both current and future customer needs. Accordingly, global teams (GTs) have...