web02.fireside.fm Sat, 18 Apr 2026 12:37:40 -0500 Fireside (https://fireside.fm) The Smith Business Insight Podcast - Episodes Tagged with “Managing Teams” https://smithinsight.fireside.fm/tags/managing%20teams Thu, 04 May 2023 15:00:00 -0400 Tune in for a different take on business, with professors, researchers and experts from Smith School of Business. Understand the rapidly evolving corporate world, stay ahead of the curve, and navigate a landscape that is no longer defined by the balance sheet alone. en-us episodic Fresh ideas from Smith School of Business at Queen’s Universit Smith Business Insight Tune in for a different take on business, with professors, researchers and experts from Smith School of Business. Understand the rapidly evolving corporate world, stay ahead of the curve, and navigate a landscape that is no longer defined by the balance sheet alone. no Smith Business Insight smithinsight@queensu.ca Episode 15: BRAVE NEW WORKPLACE: Meaning https://smithinsight.fireside.fm/15 8e8d3dc0-2a03-44bb-9a79-a6c17c1a86a9 Thu, 04 May 2023 15:00:00 -0400 Smith Business Insight full 3 Smith Business Insight Engaging work and the chance to help others — not money or self-interest — are the ultimate job motivators. Someone forgot to tell the boss 32:52 no From nurses to museum guards, we are all chasing work that is absorbing and purposeful. But it can be an elusive goal given the way many jobs are structured. Fortunately, it doesn’t have to be such a struggle. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses the small measures organizations and individuals can adopt to cultivate meaning, the warning signs of people who are too attached to their jobs and the lessons we can learn from those who excel at jobs most of would rather not do. Dr. Barling is joined in conversation by host Alan Morantz. hybrid teams, virtual teams, virtual work, team management, managing teams, Julian Barling, Brave New Workplace, business ideas, remote, HR, hybrid workplace, smith school of business, queen's university, business school, business education From nurses to museum guards, we are all chasing work that is absorbing and purposeful. But it can be an elusive goal given the way many jobs are structured. Fortunately, it doesn’t have to be such a struggle. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses the small measures organizations and individuals can adopt to cultivate meaning, the warning signs of people who are too attached to their jobs and the lessons we can learn from those who excel at jobs most of would rather not do. Dr. Barling is joined in conversation by host Alan Morantz.

]]> From nurses to museum guards, we are all chasing work that is absorbing and purposeful. But it can be an elusive goal given the way many jobs are structured. Fortunately, it doesn’t have to be such a struggle. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses the small measures organizations and individuals can adopt to cultivate meaning, the warning signs of people who are too attached to their jobs and the lessons we can learn from those who excel at jobs most of would rather not do. Dr. Barling is joined in conversation by host Alan Morantz.

]]> Episode 14: BRAVE NEW WORKPLACE: Autonomy https://smithinsight.fireside.fm/14 7263cef8-e9bb-4acd-ad30-3f5ce272b4b7 Mon, 01 May 2023 14:00:00 -0400 Smith Business Insight full 3 Smith Business Insight Members of the organizational elite expect to have a major say in how and where they do their own jobs. What will it take for them to get over their need to micromanage others? 27:25 no Workers can forgive a lot of management sins as long as they some control over the work they do and where they do it. Yet leaders either have a blind spot or fear giving their employees greater autonomy. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses how to calibrate the level of autonomy depending on the worker, the importance of combining autonomy with training and support and the rising importance of “locational autonomy.” He is joined in conversation by host Alan Morantz. teams, hybrid teams, virtual teams, virtual work, team management, managing teams, Julian Barling, business ideas, remote, HR, hybrid workplace, smith school of business, queen's university, business school, business education, brave new workplace Workers can forgive a lot of management sins as long as they some control over the work they do and where they do it. Yet leaders either have a blind spot or fear giving their employees greater autonomy. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses how to calibrate the level of autonomy depending on the worker, the importance of combining autonomy with training and support and the rising importance of “locational autonomy.” He is joined in conversation by host Alan Morantz.

]]> Workers can forgive a lot of management sins as long as they some control over the work they do and where they do it. Yet leaders either have a blind spot or fear giving their employees greater autonomy. In this podcast episode, guest Julian Barling, author of Brave New Workplace, discusses how to calibrate the level of autonomy depending on the worker, the importance of combining autonomy with training and support and the rising importance of “locational autonomy.” He is joined in conversation by host Alan Morantz.

]]> TEAMS Work: Innovating Teams https://smithinsight.fireside.fm/11 78057a44-f356-4c56-8e59-9a0b875617c6 Fri, 02 Dec 2022 13:00:00 -0500 Smith Business Insight full 2 Smith Business Insight Innovation teams have jumped from tech firms to general organizations that need to find creative responses to rapid-fire change. What makes them special? 23:34 no It’s been said that innovation is a team sport. If that’s the case, you want teams optimized for innovation: people willing and able to take on multiple roles, comfortable living with creative friction and flourishing in 360-degree feedback. That’s a tall task. With these types of innovation teams growing in popularity, what can we learn about how they work cohesively? This episode, our guest is Nusa Fain, an assistant professor at Smith School of Business, where she specializes in entrepreneurship and innovation management. She is also Director of Smith’s Master of Innovation and Entrepreneurship program. Nusa Fain is joined in conversation by host Meredith Dault. Also this episode, Smith Business Insight’s Alan Morantz looks at what the evidence shows about shared leadership. His segment cites the following research: Sanfuentes et al; What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe, Leadership, 2021, Vol. 17(3) 255–277 Robert, Lionel P. and Sangseok, You; Are You Satisfied Yet? Shared Leadership, Individual Trust, Autonomy, and Satisfaction in Virtual Teams, Journal of the Association for Information Science and Technology, Volume 69, Issue 4, April 2018, 503-513 Aube, C. et al; Flow Experience in Teams: The Role of Shared Leadership, Journal of Occupational Health Psychology, 2018, Vol. 23, No. 2, 198–206 Sinha, R. et al; Shared leadership and relationship conflict in teams: The moderating role of team power base diversity, Journal of Organizational Behavior, Volume 42, Issue 5, June 2021, 649-667 teams, innovation, creative thinking, Smith School of Business, business education It’s been said that innovation is a team sport. If that’s the case, you want teams optimized for innovation: people willing and able to take on multiple roles, comfortable living with creative friction and flourishing in 360-degree feedback. That’s a tall task. With these types of innovation teams growing in popularity, what can we learn about how they work cohesively?

This episode, our guest is Nusa Fain, an assistant professor at Smith School of Business, where she specializes in entrepreneurship and innovation management. She is also Director of Smith’s Master of Innovation and Entrepreneurship program.

Nusa Fain is joined in conversation by host Meredith Dault.

Also this episode, Smith Business Insight’s Alan Morantz looks at what the evidence shows about shared leadership. His segment cites the following research:

Sanfuentes et al; What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe, Leadership, 2021, Vol. 17(3) 255–277

Robert, Lionel P. and Sangseok, You; Are You Satisfied Yet? Shared Leadership, Individual Trust, Autonomy, and Satisfaction in Virtual Teams, Journal of the Association for Information Science and Technology, Volume 69, Issue 4, April 2018, 503-513

Aube, C. et al; Flow Experience in Teams: The Role of Shared Leadership, Journal of Occupational Health Psychology, 2018, Vol. 23, No. 2, 198–206

Sinha, R. et al; Shared leadership and relationship conflict in teams: The moderating role of team power base diversity, Journal of Organizational Behavior, Volume 42, Issue 5, June 2021, 649-667

]]> It’s been said that innovation is a team sport. If that’s the case, you want teams optimized for innovation: people willing and able to take on multiple roles, comfortable living with creative friction and flourishing in 360-degree feedback. That’s a tall task. With these types of innovation teams growing in popularity, what can we learn about how they work cohesively?

This episode, our guest is Nusa Fain, an assistant professor at Smith School of Business, where she specializes in entrepreneurship and innovation management. She is also Director of Smith’s Master of Innovation and Entrepreneurship program.

Nusa Fain is joined in conversation by host Meredith Dault.

Also this episode, Smith Business Insight’s Alan Morantz looks at what the evidence shows about shared leadership. His segment cites the following research:

Sanfuentes et al; What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe, Leadership, 2021, Vol. 17(3) 255–277

Robert, Lionel P. and Sangseok, You; Are You Satisfied Yet? Shared Leadership, Individual Trust, Autonomy, and Satisfaction in Virtual Teams, Journal of the Association for Information Science and Technology, Volume 69, Issue 4, April 2018, 503-513

Aube, C. et al; Flow Experience in Teams: The Role of Shared Leadership, Journal of Occupational Health Psychology, 2018, Vol. 23, No. 2, 198–206

Sinha, R. et al; Shared leadership and relationship conflict in teams: The moderating role of team power base diversity, Journal of Organizational Behavior, Volume 42, Issue 5, June 2021, 649-667

]]> TEAMS Work: Managing Boundary-Busting Teams https://smithinsight.fireside.fm/7 7c98ce4f-58be-4847-b68f-3ba7233b07f0 Mon, 17 Oct 2022 14:00:00 -0400 Smith Business Insight full 2 Smith Business Insight Managing hybrid teams, where some of us are in person and others at home, takes a special kind of finesse. How do we build teams that make the most of being hybrid, and how do we keep pulling in the same direction… even when we’re not in the same space? 31:38 no Managing hybrid teams, where some of us are in person and others at home, takes a special kind of finesse. How do we build teams that make the most of being hybrid, and how do we keep pulling in the same direction… even when we’re not in the same space? Our guest this episode is Jana Raver. As the E. Marie Shantz Professor of Organizational Behaviour at Smith School of Business, with a cross-appointment to the Department of Psychology at Queen’s University, Dr. Raver spends considerable time thinking about interpersonal dynamics and the ways we work together in teams. She has a particular interest in examining how employees build and sustain high-performance teams versus undermining each other. She is joined in conversation by host Meredith Dault. This episode cites the following research: L. Kreamer et al; Optimizing Virtual Team Meetings: Attendee and Leader Perspectives, American Journal of Health Promotion 35(5) Special Guest: Jana Raver . hybrid teams, virtual teams, virtual work, team management, managing teams, Jana Raver, business ideas, remote, HR, hybrid workplace, smith school of business, queen's university, business school, business education Managing hybrid teams, where some of us are in person and others at home, takes a special kind of finesse. How do we build teams that make the most of being hybrid, and how do we keep pulling in the same direction… even when we’re not in the same space?

Our guest this episode is Jana Raver. As the E. Marie Shantz Professor of Organizational Behaviour at Smith School of Business, with a cross-appointment to the Department of Psychology at Queen’s University, Dr. Raver spends considerable time thinking about interpersonal dynamics and the ways we work together in teams. She has a particular interest in examining how employees build and sustain high-performance teams versus undermining each other. She is joined in conversation by host Meredith Dault.

This episode cites the following research:
L. Kreamer et al; Optimizing Virtual Team Meetings: Attendee and Leader Perspectives, American Journal of Health Promotion 35(5)

Special Guest: Jana Raver .

]]> Managing hybrid teams, where some of us are in person and others at home, takes a special kind of finesse. How do we build teams that make the most of being hybrid, and how do we keep pulling in the same direction… even when we’re not in the same space?

Our guest this episode is Jana Raver. As the E. Marie Shantz Professor of Organizational Behaviour at Smith School of Business, with a cross-appointment to the Department of Psychology at Queen’s University, Dr. Raver spends considerable time thinking about interpersonal dynamics and the ways we work together in teams. She has a particular interest in examining how employees build and sustain high-performance teams versus undermining each other. She is joined in conversation by host Meredith Dault.

This episode cites the following research:
L. Kreamer et al; Optimizing Virtual Team Meetings: Attendee and Leader Perspectives, American Journal of Health Promotion 35(5)

Special Guest: Jana Raver .

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