Michael J. Stevens's research while affiliated with Weber State University and other places

... In terms of the personal attributes that promote global leaders' abilities to exercise power, scholars point to professional expertise, sociocultural understanding, linguistic proficiency, and social capital (e.g., Gundling et al., 2014;Gyamfi & Lee, 2020;Kane & Levina, 2017). Given previous scholarly emphasis on the roles of individual personality, cultural intelligence, and global mindset for global leadership competencies (Bird & Stevens, 2013), it is surprising that these traits and capabilities do not feature more prominently in research on power in global leadership. The roles of global leader attitudes, such as emotional intelligence, empathy, optimism, or motivation, have also so far been overlooked in investigations of power. ...

... Another important behavioral construct that has received scant attention is the range exhibited in their professional careers, or career variety (Crossland, Zyung, Hiller, & Hambrick, 2013). Career variety represents a formidable managerial construct, signaling dispositional tendencies toward experimentation that also determines the cognitive and professional network breadth an executive has gained (Campion, Cheraskin, & Stevens, 1994). Greater professional career variety in the TMT might increase the scope of international product market domains pursued by the firm, through several interlinked mechanisms. ...

... Being able to adapt socially and with different social environment and understanding the people and the organization's culture will allow leaders to influence and lead organizational community effectively. Situational approach encompasses of leaders being able to apply various positive leadership style that works well in situations or scenarios with different cultural values or attitudes of people accordingly [21]. ...

... According to Mendenhall, Osland and Stevens (2015) there are 16 of these competencies that are grouped into three namely Perception, Relationship and Self. The scholars argued that unless leaders are strong in these three aforementioned competencies, it will be difficult for them to be strategic and effectively penetrate outside their domestic business environment. ...

... Recent studies of leadership literature place the importance of global leadership competencies at the top (Flores, 2016;Lange, 2015;Le, 2016;Park et al., 2018;Trémel, 2016). Leaders with the necessary abilities, expertise, attitudes and other qualities are needed in the contemporary era or the 21st century to provide organisations with or contribute to constitutional solutions to global concerns (Stevens et al., 2014;Mccrory, 2016). ...

... While allowing employees to work on a variety of project teams with a variety of individuals from across organizational units is beneficial to the employees (such as job satisfaction and personal development), it also enhances communication within the organization (Ford and Randolph, 1992). Moreover, because people rotate to different project teams and work with different people, it also increases the diversity of personal connections (Campion et al., 1994), and expands their network within a firm (NOE and Ford, 1992). Through project rotations, R&D employees also learn more about the goals and priorities of various units, which enables the employee to have a better idea of the value of their ideas to other units. ...

... Similarly, Rico et al. (2004) found that the members of different organizations perceived lateral structures as more effective than traditional structures in a range of areas (e.g., economic results, employees' well-being). However, Campion and Stevens (1988) offered a contrary view of naïve behavior in the design of work. Results of their laboratory study showed that nonexperts applied criteria proper to a mechanistic approach to job design, such as task similarity. ...

... La comunicación remite un proceso de transmisión de información entre agentes que comparten un conjunto de signos y reglas semióticas (sintácticas, pragmáticas y semánticas), cuya finalidad radica en la construcción de sentido. Así mismo, la competencia comunicativa del trabajo en equipo se puede entender como la capacidad de identificar y utilizar redes descentralizadas para impulsar comunicación, así como utilizar la comunicación siguiendo tantas técnicas abiertas y de apoyo, o para capturar adecuadamente los mensajes no verbales de otros individuos (Stevens & Campion, 1999). ...

... The IES, developed by the Kozai Group, evaluates competencies, attitudes, and awareness, all essential for effective interaction with people from different cultures and demographic backgrounds. In addition to a measure of overall intercultural competency, the IES divides the concept of intercultural effectiveness into six competencies and provides students with an in-depth graphic feedback profile of these specific areas (Mendenhall et al., 2012). ...

... Dual spaces for collaboration should be considered where cognitive processes account for the knowledge gained in a learning or problemsolving task and emotional interaction processes serves as a facilitator that influence the procedure of how comfortable or enjoyable learning is during the acquisition process. Positive socio-emotional relationships occur when members of a group demonstrate mutual respect, care, and support for one another (Rogat & Linnenbrink-Garcia, 2011) whereas negative socio-emotional relationships can emerge from a lack of opportunities to improve group work abilities (Stevens and Campion, 1994) as well as frustration while coping with group issues (Hadwin et al., 2018;Järvenoja & Järvelä, 2009). Recent studies have started identifying the challenges perceived in teamwork Kwon et al., 2014) and the process of collaborators' shared emotion regulation that can boost positive social-emotional interactions and enhance performance (Kazemitabar et al., 2022). ...