Catherine researches how to develop and sustain team effectiveness. She examines how these changes are created from individuals’ proactivity, team processes, work design, organisational structures and systems. Her recent work focuses on how organisational ambidexterity – balancing the tension of coordination across business units for efficiency alongside front line flexibility for innovation and engagement – is needed for teams to thrive. Other research interests include seeking to understand why managers do (or don’t!) use research findings (i.e., evidence-based management) as well as employee well-being. Her applied research in organisations has attracted more than $1M of research funding and is published in top tier journals.
From This Author
By prioritising projects, communicating the 'why' and truly recognising how individuals perform under pressure, leaders can encourage their teams to work effectively and minimise the risk of burnout