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Faculty and Staff Profile

Marissa Shuffler, PhD

Assistant Professor, Industrial/Organizational Psychology

Office: United States
Phone: (864) 656-2831
Vita: View

 Educational Background

PhD Industrial/Organizational Psychology
University of Central Florida 2013

MA Industrial/Organizational Psychology
George Mason University 2006

BA Psychology, Organizational Communications, English
Pfeiffer University 2004

 Courses Taught

Teamwork in the 21st Century (undergraduate)
Social Psychology (undergraduate)
Training & Development (graduate)
Current Issues in I-O (graduate)
Groups & Teams (graduate)


Marissa L. Shuffler, PhD, has over ten years of experience conducting basic and applied research in the areas of team development, leadership, and organizational effectiveness. Dr. Shuffler is an Assistant Professor of Industrial/Organizational Psychology at Clemson University. Her areas of expertise include team and leader training and development, intercultural collaboration, multi-team systems, and decision-making/adaptation, with an emphasis on high risk and complex environments. Dr. Shuffler has served as scientific task lead on several major interdisciplinary research projects, including the design of a computer-based training tool for improving critical social thinking training for Soldiers, the empirical investigation of key leadership issues in virtual and distributed teams, and the design of training interventions aimed at improving multiteam system coordination and functioning. Additionally, Dr. Shuffler has conducted quantitative and qualitative research to assess training and development needs for military and civilian populations, including the design, implementation, and analysis of both field and laboratory experimental studies. Dr. Shuffler conducted this and similar research for government, military, and industry, including the U.S. Army Research Institute, the Department of Labor, the Center for Army Leadership, the Department of Homeland Security, the U.S. Air Force, NASA, and Greenville Health System. Her work to date includes over 45 publications and over 100 presentations.

 Research Interests

Teamwork, leadership, team and leadership development, virtuality, geographic dispersion of teams, multicultural team leadership, multiteam systems, team building, team training

 Research Publications

*Denotes student co-author.

Kramer, W.S.*, Shuffler, M.L., & Feitosa, J. (in press). The world is not flat: Examining the multi-dimensionality of culture and virtuality in teams. Human Resource Management Review.

Shuffler, M. L., Jiménez-Rodríguez, M., & Kramer, W. S.* (2015). The science of multiteam systems: A review and future research agenda. Small Group Research, 46(6), 659-699.

Lazzara, E., Keebler, J., Shuffler, M.L., Patzer, B., & Miaisi, P. (2015). Considerations for multiteam systems in emergency medical services. Journal of Patient Safety. doi: 10.1097/PTS.0000000000000213

Salas, E., Shuffler, M.L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and diagnosing teamwork in organizations: A scientifically based practical guide. Human Resource Management. Doi: 10.1002/hrm.21628.

Grossman, R., Thayer, A., Shuffler, M.L., Burke, C.S., & Salas, E. (2014). Critical social thinking training: a framework for design & delivery. Organizational Psychology Review. Doi: 10.1177/2041386614535423

Shuffler, M.L., Salas, E., & Rico, R. (2014). Pushing the boundaries: Multiteam systems in research & practice. Research on Managing Groups and Teams Book Series, Emerald Publishing.

Kramer, W.S. & Shuffler, M.L. (2014). Culture’s consequences for leadership: The role of context in affecting leadership perceptions and performance. Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 199-203.

Shuffler, M.L., Salas, E., Yammarino, F.J., Serban, A., & Shirreffs, K. (2012). Putting the “we” in leadership: Continuing the dialogue to advance our science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(4), 437-443.

Yammarino, F.J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M.L. (2012). Collectivistic approaches to leadership: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(4), 382-402.

Wildman, J. L., Shuffler, M. L., Lazzara, E. H., Fiore, S., Burke, C. S., Salas, E., & Garven, S. (2012). Trust development in swift starting action teams: A theoretical framework. Group and Organization Management, 37(2), 137-170.

Grossman, R., Shuffler, M.L., & Salas, E., (2012). Moving beyond our comfort zone: Global leadership in hostile environments. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(2), 244-247.

Shuffler, M.L., DiazGranados, D., & Salas, E. (2011). There’s a science for that: Team development interventions in organizations. Current Directions in Psychological Science, 20(6), 365-372.

Connaughton, S. L., Shuffler, M.L., & Goodwin, G. F. (2011). Leading distributed teams: The communicative constitution of leadership. Military Psychology, 23(5), 502-527.

Gentry, W., Gilmore, D., Shuffler, M. L., & Leslie, J. (2011). Political skill as an indicator of promotability among multiple rater sources. Journal of Organizational Behavior. doi: 10.1002/job.740.

Mesmer-Magnus, J., DeChurch, L., Jimenez, M., Wildman, J., & Shuffler, M. L., (2011). A meta-analytic investigation of virtuality and information sharing in teams. Organizational Behavior and Human Decision Processes, 115(2), 214-225.

DeChurch, L., Burke, C. S., Shuffler, M. L., Lyons, R., Doty, D., & Salas, E. (2011). A historiometric analysis of leadership in mission critical multiteam environments. Leadership Quarterly, 22(1), 152-169. doi:10.1016/j.leaqua.2010.12.013.

Rogelberg, S., Allen, J., Scott, C., Shanock, L, & Shuffler, M.L. (2010). Effective work meetings and job attitudes: Eroding job satisfaction one bad meeting at a time. Human Resource Management, 49(2), 149-172.

Rosen, M. A., Shuffler, M. L., & Salas, E. (2010). How experts make decisions: Beyond the JDM paradigm. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 438–442.

Shuffler, M.L., Wiese, C. W., Salas, E., & Burke, C. S., (2010). Leading one another across time and space: Exploring shared leadership functions in virtual teams. Journal of Work and Organizational Psychology, 26(1), 3-17.
Shuffler, M.L., Rico, R., & Salas, E. (Eds; in progress). Pushing the boundaries: Multiteam systems in research & practice. Research on Managing Groups and Teams Book Series, Emerald Publishing.

Paul, A., Shuffler, M.L., Wildman, J.L., & Gitlin, B. (in press). Leading global virtual teams: The supporting role of trust and team cognition. In E. Nikoi & K. Boateng (Eds.), Collaborative communication and decision making in organizations.

Salazar, M., Shuffler, M.L., Bedwell, W., & Salas, E. (2013). Toward a contextualized culture framework. In K. Sycara, M. Gelfand, & A. Abbe (Eds.), Models for Inter-Cultural Collaboration and Negotiation (pp. 27-52). New York: Springer.

Shuffler, M.L., Zajac, S., Darling, B., & Salas, E. (2013). Decision making in distributed multiteam systems. In S. Highhouse, R. Dalal, & E. Salas, (Eds.), Judgment and decision making at work.

Salas, E. & Shuffler, M.L. (2012). Writing grant proposals for military agencies. In R. Sternberg (Ed.), Building successful grant proposals from the top down and bottom up.

Shuffler, M.L., Burke, C.S, Kramer, W. S., & Salas, E. (2012). Team leadership. In M. Rumsey (Ed.), Oxford Handbook of Leadership.

Connaughton, S. C., Williams, E., & Shuffler, M.L. (2012). The role of social identity in multi-team systems. In S. Zaccaro, M. Marks, & L. DeChurch, (Eds.), Multiteam systems (pp. 109-140). New York: Taylor & Francis Group.

Salas, E., Weaver, S. J., & Shuffler, M. L. (2012). Learning, training, and development in organizations. In S. W. J. Kozlowski (Ed.). The Oxford Handbook of Industrial/Organizational Psychology.

Shuffler, M.L., Pavlas, D., & Salas, E. (2012). Military team effectiveness: A review, lessons learned, and future challenges. In J. Laurence & M. Matthews, Oxford Handbook of Military Psychology.

Bedwell, W. L., Shuffler, M. L., Wildman, J., & Salas, E. (2010). Self-directed work teams: Best practices for leadership development. In R. J. Burke & M. G. Rothstein (Eds.), Self-Management and Leadership Development (pp. 251-293). Northampton, MA: Edward Elgar.

Burke, C.S., Shuffler, M.L., Salas, E., & Gelfand, M.(2010). Multicultural teams: Critical team processes and guidelines. In (K. Lundby, Ed.), Going global: Practical applications and recommendations for HR and OD professionals in the global workplace (pp. 46-82). San Francisco, CA: John Wiley & Sons, Inc.

Salas, E., Shuffler, M. L., & DiazGranados, D. (2010). Flight crew performance at 30,000 feet: An updated perspective. In E. Salas, T. Allard, & D. Maurino, (Eds.) Human factors in aviation (2nd ed.).San Diego, CA: Elsevier.

Shuffler, M.L., Salas, E., & Xavier, L. (2010). The design, delivery, and evaluation of crew resource management training. In E.Weiner, B. Kanki & R. Helmreich (Eds.) Crew resource management (p.205-232). San Diego, CA: Elsevier.

Zaccaro, S. J., Heinen, B., & Shuffler, M.L. (2008). Team leadership: Key issues, models, and developmental prescriptions. In E. Salas., G.F. Goodwin, & C. S. Burke (Eds.), Team effectiveness in complex organizations: Cross disciplinary perspective and approaches (pp. 83-112). San Francisco: Jossey-Bass.

Zaccaro, S. J., Hildebrand, K., & Shuffler, M.L. (2008). The leader’s role in team learning. In V.L. Sessa & M. London (Eds.), Group learning. Mahwah, NJ: Lawrence Erlbaum.