Background: To anticipate the dynamics of future long-distance space exploration mission (LDSEM) teams, research is conducted in analog environments (e.g., Antarctic expeditions, space chamber simulations), or environments that share key contextual features of LDSEM such as isolation and confinement. We conducted a systematic review of research conducted on teams in LDSEM-analog environments to identify which factors have been examined with quantitative research, and to summarize what the studies reveal about team dynamics in LDSEM-analog environments. Methods: We used a comprehensive search strategy to identify research on teams that lived and worked together. Data on team dynamics were extracted where possible, and sources were coded for key contextual features. The data did not lend themselves to traditional meta-analysis. We used two approaches to summarize the data: a weighted averages approach when the study reported enough data to calculate an effect size, and descriptive figures when data across studies were directly comparable. Results: Seventy-two sources met our inclusion criteria, yielding 253 effect sizes and 1,150 data points. Results from our weighted averages approach suggested that the team cohesion and performance relationship may be operating differently in isolated and confined environments than other teams that lived and worked together (e.g., military teams), and that, given the available data, we can say very little about the magnitude and direction of the relationship. Our descriptive figures revealed important trends: (a) team members in longer missions generally spent less social time together than shorter missions; (b) consistent team efficiency over time was typical, whereas decreased team efficiency over time was atypical; (c) by 40% of mission completion or 90 days, all teams reported at least one conflict, (d) commanders' written communication with mission control decreased in length over time, and (e) team mood dynamics did not consistently support the third-quarter phenomenon. Conclusions: There are inherent limitations to our study, given the nature of the analog research (e.g., correlational studies, small sample size). Even so, our systematic review provides key insights into team dynamics in LDSEM-analog environments. We discuss the implications of our research for managing future space crews. Importantly, we also provide guidance for future research.

Individual extraversion is considered to be one of the most consistent predictors of leadership emergence according to meta-analytic support, but inconsistent empirical results indicate that their relationship may be more nuanced than scholars have concluded. We propose two key reasons for why the extraversionemergence relationship has yielded inconsistent results. First, we challenge one of the fundamental theoretical assumptions regarding why extraverts emerge as leaders, namely, that extraverts have high levels of communication skill. Drawing on the personality literature, we argue that rather than being inextricably linked to extraversion, communication skill not only plays a separate role but also may determine when extraversion relates to emergence. Second, we test a multilevel model accounting for the team context by proposing in alignment with the social identity model of leadership that a team's overall level of extraversion impacts the team's leadership prototypes and thus the importance of extraversion and communication skill for leadership emergence. We test our hypotheses across two studies in assessment center contexts. We find broad support for our multilevel model and show that extraversion's effects may be much more conditional than previously assumed, whereas communication skill may be a more promising explanatory factor. Thus, we provide a more complete understanding of why and when interpersonal characteristics relate to leadership emergence.

A large body of evidence has concluded that there are positive linear relationships between leadership behaviors and leadership emergence. Drawing on insights from the leadership and teams research, we hypothesized that above certain levels of task-oriented and relationship-oriented behaviors, such behaviors will have diminishing returns for leadership emergence. Hypotheses were tested using a sample of 105 leaderless teams within an assessment center setting. Our results indicate that team members’ behaviors have linear and non-linear relations with leadership emergence. We discovered that the association between relationship-oriented behaviors and leadership emergence in self-managed teams is curvilinear, whereas the association between task-oriented behaviors and leadership emergence is linear but not curvilinear. Overall, the relationships between member behaviors and leadership emergence are more complex than the independent, positive linear relationships observed throughout the literature.

Purpose This study aims to address three important but under-researched questions in the trust and negotiation literature: What do negotiators do to determine the trustworthiness of a potential business partner? What trust criteria motivate their search and help them interpret the information their search reveals? Whether there are systematic cultural differences in search and criteria, and if different, why? Design/methodology/approach This study used qualitative methodology. The data are from interviews with 82 managers from 33 different national cultures in four regions of the world identified by cultural levels of trust in negotiation and tightness-looseness. Interviews focused on how negotiators determined the trustworthiness of potential business partners in intracultural negotiations. Findings Analyses revealed four search activities negotiators use to gather information about a potential business partner: due diligence, brokerage, good will building and testing; and five criteria for determining the trustworthiness of a new business partner: respect, mutual values, competence, openness and professionalism. Quotes illustrate how these search activities and criteria manifest in different cultures. Research limitations/implications This study used multiple cases to build a longitudinal picture of the process. It did not follow a single case in depth. The study focused on identifying cultural central tendencies at the same time recognizing that there is always variability within a culture. Practical implications Knowing what is culturally normative allows negotiators to anticipate, interpret and respect their counterpart’s behavior. Such knowledge should facilitate trust development. Originality/value This study provides an in-depth understanding of cultural similarities and differences in the process of trust development in negotiating new business relationships.

As leadership continues to be a targeted outcome of student learning within higher education, university faculty are left with the challenge of how to best teach and develop leadership in college students. Students are a key component of undergraduate leadership education; their motivations, learning goals, and understanding of their experiences in leadership programs. However, the research on undergraduate leadership programs from the students' perspectives is relatively scarce and limited in scope. To address this gap in the literature, we surveyed 130 current students and alumni of one leadership minor program and interviewed coordinators of seven other leadership minor programs. Our mixed methodology allowed us to capture unique insights regarding the perceived benefits and challenges of a leadership undergraduate minor.