John Mathieu is a Board of Trustees Distinguished Professor of Management at the University of Connecticut, and holds the Friar Chair in Leadership and Teams at UConn. His primary areas of interest include models of team and multi-team effectiveness, leadership, training effectiveness, and cross-level models of organizational behavior. He has conducted work with several Fortune 500 companies, the armed services (i.e., Army, Navy, and Air Force), federal and state agencies (e.g., NRC, NASA, FAA, DOT), and numerous public and private organizations. Dr. Mathieu has over 100 publications, 200 presentations at national and international conferences, and has been a PI or Co-PI on over $9.7M in grants and contracts. He is a Fellow of the Society for Industrial/Organizational Psychology, American Psychological Association, and the Academy of Management. He serves on numerous editorial boards and has guest edited special volumes of top-level journals.
Areas of Expertise
University of Connecticut
- Academy of Management : fellow.
- American Psychological Association, Division 14 : fellow.
- Society for Industrial and Organizational Psychology, Inc. : fellow.
Professional, not personal, familiarity works for virtual teams
Science Daily online
Knowing that your colleague on a project once owned a business, earned a specialized degree, or is a technology genius can foster improved working partnerships. But the fact that she likes chocolate ice cream, fast cars, and the Red Sox is not essential to a productive business collaboration, and can even be detrimental to productivity. Those are the findings of UConn management professors Lucy Gilson and John Mathieu, and two colleagues, in a recent study titled, "Do I Really Know You -- And Does It Matter? Unpacking the Relationship Between Familiarity and Information Elaboration in Global Virtual Teams."
Understanding “It Depends” in Organizational Research: A Theory-Based Taxonomy, Review, and Future Research Agenda Concerning Interactive and Quadratic RelationshipsOrganizational Research Methods
2017 The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction ...
A Century of Work Teams in the Journal of Applied PsychologyJournal of Applied Psychology
2017 Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils against which to compare the performance of individuals ...
Conflict in Teams: Modeling Early and Late Conflict States and the Interactive Effects of Conflict ProcessesGroup & Organization Management
2017 We introduce a model of teams’ early and late conflict states, conflict processes, and performance. In a study of 529 individuals in 145 teams, we provide a theoretical framework and empirically test a series of hypotheses pertaining to the influence of conflict states, including task and relationship conflict, on performance, as well as the moderating effect of two conflict processes (cooperative and ...
The Problem with [in] Management TheoryJournal of Organizational Behavior
2016 Theory is essential to everything that we do as people studying and practicing industrial/organizational psychology and organizational behavior. But, I think that our field has lost its way recently and become enamored by shiny objects and interesting puzzles. Advancing management theory seems to have become an end state in and of itself. We seemed to be far more concerned with the entertainment ...
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance RelationsJournal of Management
2016 Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates ...