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Cited by 182Gender Diversity and InequalityJob Satisfaction and Organizational BehaviorConflict Management and Negotiation

Leading diversity: Towards a theory of functional leadership in diverse teams.

Open access
Homan, Astrid C., Gündemir, Seval, Buengeler, Claudia, van Kleef, Gerben A.·2020·Journal of Applied Psychology
DOI 10.1037/apl0000482
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Abstract

The importance of leaders as diversity managers is widely acknowledged. However, a dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing. We provide a review of the extant (scattered) research on the interplay between team diversity and team leadership, which reveals critical shortcomings in the current scholarly understanding. This calls for an integrative theoretical account of functional diversity leadership in teams. Here we outline such an integrative theory. We propose that functional diversity leadership requires (a) knowledge of the favorable and unfavorable processes that can be instigated by diversity, (b) mastery of task- and person-focused leadership behaviors necessary to address associated team needs, and (c) competencies to predict and/or diagnose team needs and to apply corresponding leadership behaviors to address those needs. We integrate findings of existing studies on the interplay between leadership and team diversity with insights from separate literatures on team diversity and (team) leadership. The resulting Leading Diversity model (LeaD) posits that effective leadership of diverse teams requires proactive as well as reactive attention to teams' needs in terms of informational versus intergroup processes and adequate management of these processes through task- versus person-focused leadership. LeaD offers new insights into specific competencies and actions that allow leaders to shape the influence of team diversity on team outcomes and, thereby, harvest the potential value in diversity. Organizations can capitalize on this model to promote optimal processes and performance in diverse teams. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

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Crossref · 10.1037/apl0000482

Cites

256 of 258 references verified0 citation errors · 1 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

2 of 125 cited sources checked · 1 supported · 0 flagged · accuracy not yet measured

  • Findingcitation

    Research in the last decade has examined a variety of moderators that can explain why diversity in some cases instigates intergroup bias and in other cases stimulates information elaboration.

    “Informed by CEM (Van Knippenberg et al., 2004), research in the last decade has examined a variety of moderators that can explain why diversity in some cases instigates intergroup bias and in other cases stimulates information elaboration (for an overview, see Guillaume, Dawson, Otaye-Ebede, Woods, & West, 2017).”
    Quote in the paperSubstantial claim1 of 2 sources checked
    • cites Van Knippenberg et al., 2004 source
    • cites Guillaume, Dawson, Otaye-Ebede, Woods, & West, 2017 source
  • Findingnone given

    Scholarly understanding of what team leaders can do to promote the favorable effects and curtail the unfavorable effects of diversity is limited.

    “First, it is widely accepted that diversity can bring about favorable as well as unfavorable processes in teams (Milliken & Martins, 1996;Van Knippenberg, De Dreu, & Homan, 2004;Williams & O'Reilly, 1998), but scholarly understanding of what team leaders can do to promote the favorable effects and curtail the unfavorable effects of diversity is limited.”
    Quote in the paperSubstantial claim
  • Findingnone given

    A dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing.

    “However, a dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing.”
    Quote in the paperSubstantial claim
  • Findingreasoning

    The idiosyncratic approaches adopted in previous empirical work do not allow for generalized conclusions about the mechanisms and contingencies that govern effective leadership of team diversity.

    “The idiosyncratic approaches adopted in previous empirical work do not allow for generalized conclusions about the mechanisms and contingencies that govern effective leadership of team diversity.”
    Quote in the paperNot a substantial claim
  • Findingreasoning

    Academics and practitioners continue to face the challenge of understanding why certain types of leadership facilitate the performance of diverse teams in some cases and frustrate performance in others.

    “As a result, academics and practitioners alike continue to face the challenge of understanding why certain types of leadership facilitate the performance of diverse teams in some cases and frustrate performance in others (Homan & Greer, 2013;Klein, Knight, Ziegert, Lim, & Saltz, 2011;Nishii & Mayer, 2009;Stewart & Johnson, 2009).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Homan & Greer, 2013 source
    • cites Klein, Knight, Ziegert, Lim, & Saltz, 2011 source
    • cites Nishii & Mayer, 2009 source
  • Classified as probably not a substantial claim. 41
  • May combine two claims. 41
  • The quote only partly states this claim. 4

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation

    Within the focus on moderators of team diversity effects, interest in the role of leaders in addressing diversity has been steadily increasing.

    “Within this focus on moderators of team diversity effects, the interest in the role of leaders in addressing diversity has been steadily increasing (e.g., Guillaume et al., 2014Guillaume et al., , 2017;;Nishii et al., 2018;Roberts, 2006).”
    Quote in the paperNot a substantial claim1 of 3 sources checked
    • cites Guillaume et al., 2014 source

      The Climate for Inclusion section treats middle-management leadership as a factor shaping how diversity-management practices translate into an inclusive work-group climate. The Theoretical Implications section also calls for further research on leadership in diverse groups. These passages support the paper as an example of interest in leaders’ roles, but they do not establish that such interest has been steadily increasing; page numbers are unavailable in our copy. (LLM, conf=0.83)

      Experimental — accuracy not yet measured
    • cites Nishii et al., 2018 source
    • cites Roberts, 2006 source

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Findingnone given

    The extant research on the interplay between team diversity and team leadership is scattered and reveals critical shortcomings in current scholarly understanding.

    “We provide a review of the extant (scattered) research on the interplay between team diversity and team leadership, which reveals critical shortcomings in the current scholarly understanding.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Findingnone given

    There is a deficiency in the current literature with respect to understanding when and how which types of leader behaviors are instrumental in diverse teams.

    “Second, there is a deficiency in the current literature with respect to understanding when and how which types of leader behaviors are instrumental in diverse teams.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingnone given

    Transformational leadership is the most widely studied leadership style, but its moderating effects on team diversity are inconsistent.

    “To date, transformational leadership is the most widely studied leadership style, but its moderating effects are inconsistent.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingnone given

    There are no consistent effects of team diversity on team outcomes, confirming the necessity of considering moderators.

    “First, there are no consistent effects of team diversity on team outcomes, which confirms the necessity of considering moderators.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingnone given

    These diversity dimensions were crossed with an even larger number of leadership behaviors and characteristics.

    “These dimensions were crossed with an even larger number of leadership behaviors and characteristics (see below).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data

    In terms of diversity, scholars have investigated effects of diversity in demographic characteristics, personality, and informational background.

    “In terms of diversity, scholars have investigated, among other things, effects of diversity in demographic characteristics (e.g., nationality, ethnicity, gender, and age), personality (e.g., traits, values), and informational background (e.g., education, professional experience).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingreasoning

    The review found that diversity effects are moderated, highlighting the importance of identifying key moderating factors such as leadership.

    “Moreover, our review supports the general consensus that diversity effects are moderated, underlining the significance of identifying and understanding the role of key moderating factors, such as leadership.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    Our review reveals that authors have adopted idiosyncratic approaches in studying the intersection between diversity and leadership, focusing on a myriad diversity dimensions and over 30 different leadership behaviors and leader characteristics.

    “Our review reveals that authors have adopted idiosyncratic approaches in studying the intersection between diversity and leadership, focusing on a myriad diversity dimensions and over 30 different leadership behaviors and leader characteristics.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Findingreasoning

    There is need for an integrative theory on how leadership moderates team diversity effects as similar leadership behaviors show inconsistent effects.

    “(b) there is need for an integrative theory on how leadership moderates team diversity effects as similar leadership behaviors show inconsistent effects”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingnone given

    Leaders have been examined both as proactive and reactive managers of team diversity.

    “(d) leaders have been examined both as proactive as well as reactive managers of team diversity.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data

    The review of papers on the interactive relationship between team diversity and team leadership illustrated that diversity main effects are rare and that leaders can shape diversity effects.

    “Our review of papers on the interactive relationship between team diversity and team leadership illustrated that (a) diversity main effects are rare and that leaders can shape diversity effects”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingnone given

    Both leadership behaviors and leadership competencies interact with team diversity, but it is unclear how these leadership concepts interrelate.

    “(c) both leadership behaviors and leadership competencies interact with team diversity, but it is unclear how these leadership concepts interrelate”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    LeaD systematically explains how diversity-related processes give rise to specific needs at the team level for certain forms of leadership.

    “LeaD systematically explains how diversity-related processes give rise to specific needs at the team level for certain forms of leadership.”
    Quote in the paperSubstantial claim
    • The authors state this as an assumption: A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.
    • The authors state this as an assumption: The leader is motivated to understand the team's needs and manage team diversity.

  • May combine two claims.

    Interpretationreasoning

    Functional diversity leadership requires knowledge of the favorable and unfavorable processes that can be instigated by diversity, mastery of task- and person-focused leadership behaviors necessary to address associated team needs, and competencies to predict and/or diagnose team needs and apply corresponding leadership behaviors to address those needs.

    “We propose that functional diversity leadership requires (a) knowledge of the favorable and unfavorable processes that can be instigated by diversity, (b) mastery of task-and person-focused leadership behaviors necessary to address associated team needs, and (c) competencies to predict and/or diagnose team needs and to apply corresponding leadership behaviors to address those needs.”
    Quote in the paperNot a substantial claim
    • The authors state this as an assumption: A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.
    • The authors state this as an assumption: The leader is motivated to understand the team's needs and manage team diversity.

  • May combine two claims.

    Interpretationreasoning

    Effective leadership of diverse teams requires proactive as well as reactive attention to teams' needs in terms of informational versus intergroup processes and adequate management of these processes through task- versus person-focused leadership.

    “The resulting Leading Diversity model (LeaD) posits that effective leadership of diverse teams requires proactive as well as reactive attention to teams' needs in terms of informational versus intergroup processes and adequate management of these processes through task-versus person-focused leadership.”
    Quote in the paperSubstantial claim
    • The authors state this as an assumption: A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.
    • The authors state this as an assumption: The leader is motivated to understand the team's needs and manage team diversity.

  • May combine two claims.

    Premisecitation

    People tend to favor members of their ingroup over outgroup members, which may result in negative intrateam interactions, conflict, distrust, disliking, and limited communication between members of different subgroups.

    “People tend to favor members of their ingroup over outgroup members, which may result in negative intrateam interactions, conflict, distrust, disliking, and limited communication between members of different subgroups (Brewer, 1979;Turner, Hogg, Oakes, Reicher, & Wetherell, 1987).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Brewer, 1979 source
    • cites Turner, Hogg, Oakes, Reicher, & Wetherell, 1987

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    Leaders must be able to exhibit functional leadership behaviors, enacting person- and task-focused leadership, and to flexibly adopt these behaviors to address distinct diversity-related processes.

    “Third, leaders must be able to exhibit functional leadership behaviors (i.e., enact person-and task-focused leadership), and to flexibly adopt these behaviors to address distinct diversity-related processes.”
    Quote in the paperNot a substantial claim
    • The authors state this as an assumption: A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.
    • The authors state this as an assumption: The leader is motivated to understand the team's needs and manage team diversity.

  • May combine two claims.

    Premisecitation

    Intergroup bias and information elaboration are not mutually exclusive, but they tend to be negatively related, and at any given point in time one process will typically be more dominant and predict performance better than the other.

    “These processes are not mutually exclusive, but they tend to be negatively related, and at any given point in time one process will typically be more dominant and predict performance better than the other (Van Knippenberg et al., 2004).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Van Knippenberg et al., 2004 source

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning

    LeaD specifies how leaders' diversity-related competencies shape their proactive and reactive behaviors vis-à-vis diverse teams, and when and how the exhibited leadership behaviors improve or deteriorate the relationship between team diversity and team performance.

    “In short, as we elaborate below, LeaD specifies how leaders' diversity-related competencies shape their proactive and reactive behaviors vis-a `-vis diverse teams, and when and how the exhibited leadership behaviors improve or deteriorate the relationship between team diversity and team performance.”
    Quote in the paperSubstantial claim
    • The authors state this as an assumption: A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.
    • The authors state this as an assumption: The leader is motivated to understand the team's needs and manage team diversity.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Premisecitation

    Team leaders should allocate their time and energy to maximize the likelihood of enhancing team performance by adequately matching their behavior to the current or future needs of the team.

    “Team leaders should allocate their time and energy in a way that maximizes the likelihood of enhancing the team's performance, that is, by adequately matching their behavior to the current or future needs of the team (Burke et al., 2006;Fiedler, 1965;Fleishman et al., 1991;Kerr, Schriesheim, Murphy, & Stogdill, 1974;McGrath, 1962;Osborn et al., 2002;Zaccaro et al., 2001).”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Burke et al., 2006 source
    • cites Fiedler, 1965

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Fleishman et al., 1991 source

  • May combine two claims.

    Interpretationreasoning

    LeaD can explain inconsistent findings from previous research in which the same leadership behaviors had different effects, as these inconsistencies potentially arise from differential needs present in teams.

    “Using this matching approach, LeaD can explain inconsistent findings from previous research in which the same leadership behaviors had different effects (e.g., Homan & Greer, 2013;Klein et al., 2011), as these inconsistencies potentially arise from differential needs that were present in teams.”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Homan & Greer, 2013 source
    • cites Klein et al., 2011 source

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationcitation

    Leaders need to display certain leadership behaviors and avoid displaying others that are not useful or superfluous.

    “This means that leaders need to display certain leadership behaviors and avoid displaying others that are not useful or superfluous (Kerr & Jermier, 1978).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Kerr & Jermier, 1978 source

  • May combine two claims.

    Interpretationreasoning

    Reactive diversity leadership can ameliorate dysfunctional and facilitate functional processes and thereby enhance team functioning and productivity.

    “Reactive diversity leadership can ameliorate dysfunctional and facilitate functional processes and, thereby, enhance team functioning and productivity.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationcitation

    Leaders may not always be able to proactively shape how diversity affects team processes and may encounter situational factors outside their control, such as automatic categorization processes.

    “However, leaders may not always be able to proactively shape how diversity affects team processes, and may encounter (situational) factors that are outside of their control (McClean, Barnes, Courtright, & Johnson, 2019), such as the fact that categorization processes can occur automatically (Ito & Urland, 2003).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites McClean, Barnes, Courtright, & Johnson, 2019 source
    • cites Ito & Urland, 2003 source

  • May combine two claims.

    Interpretationnone given

    Proactive diversity leadership can set the stage for effective processes in diverse teams by preventing categorization and concomitant intergroup bias and/or by inviting information elaboration.

    “Proactive diversity leadership can set the stage for effective processes in diverse teams by preventing categorization and concomitant intergroup bias and/or by inviting information elaboration.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    Proactive and reactive approaches to diversity management are important, and insights into their antecedents and contingencies are pertinent for a comprehensive outlook on diversity management.

    “LeaD holds that proactive and reactive approaches to diversity management are important and that insights into the antecedents and contingencies of both types of leader diversity management are pertinent for a comprehensive outlook on diversity management.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning

    The matching principle proposed is that leader behavior should counteract ineffective processes and maximize effective ones.

    “As such, the matching principle we propose is that leader behavior should counteract ineffective processes and maximize effective ones.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Task-focused and person-focused leadership behaviors are distinct but not mutually exclusive-they can vary independently.

    “We follow previous work showing that task-focused and personfocused leadership behaviors are distinct but not mutually exclusive-they can vary independently of one another.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Judge et al., 2004 source

  • May combine two claims.

    Premisecitation

    Task- and person-focused behaviors do not have to be, and often cannot be, exhibited at the same time.

    “However, even though leaders may have the potential to use both types of behavior, task-and personfocused behaviors do not have to be, and often cannot be, exhibited at the same time (Kerr et al., 1974).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Kerr et al., 1974 source

  • May combine two claims.

    Interpretationcitation

    Leadership behaviors can complement or supplement the needs of diverse teams.

    “Thus, we propose that leadership behaviors can complement (in case of diverse teams that will be or are experiencing subgroup categorization) or supplement (in case of diverse teams that will be or are exhibiting information elaboration) the needs of diverse teams (see Cable & Edwards, 2004).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Cable & Edwards, 2004 source

  • May combine two claims.

    Interpretationreasoning

    Person-focused leadership matches the needs of diverse teams experiencing subgroup categorization processes, whereas task-focused leadership matches the needs of diverse teams experiencing information/decision-making processes.

    “Integrating the team diversity literature with the literature on team leadership, we propose that person-focused leadership matches the needs of diverse teams experiencing subgroup categorization processes, whereas task-focused leadership matches the needs of diverse teams experiencing information/decision-making processes (see Figure 2).”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    Such diversity-related traits and characteristics shape leaders' social perceptiveness, which facilitates their ability to reactively diagnose the dominant process in diverse teams.

    “Such diversity-related traits and characteristics shape leaders' social perceptiveness, which we argue facilitates their ability to reactively diagnose the dominant process in diverse teams.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Once intergroup bias or information elaboration has been predicted or diagnosed, leaders must show behaviors that address their team's future or current needs arising from the respective process.

    “Once intergroup bias or information elaboration has been predicted or diagnosed, leaders must show behaviors that address their team's future or current needs that arise from the respective process (e.g., resolving relational conflict in teams experiencing categorization and concomitant intergroup bias).”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Social perceptiveness makes leaders attentive and attuned to the possible motives, intentions, and sensitivities of team members, and helps them understand current relationships and situations within the team.

    “Social perceptiveness makes leaders attentive and attuned to the possible motives, intentions, and sensitivities of team members, and helps them understand current relationships and situations within the team (Zaccaro et al., 1991).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Zaccaro et al., 1991

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationcitation

    It is important for leaders to be able to diagnose the dominant team process after it has emerged to reactively manage teams.

    “Besides predicting the process that is likely to become dominant in diverse teams, it is important for leaders to be able to diagnose the dominant team process after it has emerged to reactively manage teams (see Zhao et al., 2019).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Zhao et al., 2019 source

  • May combine two claims.

    Interpretationreasoning

    Leaders with more behavioral flexibility are more adaptable in their behavioral responses, which helps them to effectively choose those responses that are required in specific situations.

    “Leaders with more behavioral flexibility are more adaptable in their behavioral responses, which helps them to effectively choose those responses that are required in specific situations.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationnone given

    At any point in time, diverse teams primarily exhibit (or display an increased tendency to exhibit) either intergroup bias or information elaboration, which creates different needs.

    “In summary, we argue that at any point in time diverse teams primarily exhibit (or display an increased tendency to exhibit) either intergroup bias or information elaboration, which creates different needs.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    In some cases, predicting the dominant process before it occurs can be difficult.

    “Moreover, in some cases, predicting the dominant process before it occurs can be difficult.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning

    Functional leadership requires the leader to be aware of the impact of their own behaviors and of anticipated and unanticipated changes in the environment.

    “this requires the leader to be aware of not only the impact of their own behaviors but also of anticipated and unanticipated changes in the environment.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Information elaboration effectiveness may be hampered when teams do not possess a shared mental model of the task, are not sufficiently motivated to think thoroughly about the task, or focus more on shared rather than unique information.

    “Information elaboration effectiveness may be hampered, for instance, when teams do not possess a shared mental model of the task (Klimoski & Mohammed, 1994), are not sufficiently motivated to think thoroughly about the task (De Dreu et al., 2008), or focus more on shared rather than unique information (Gigone & Hastie, 1993;Stasser & Titus, 2003).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Klimoski & Mohammed, 1994 source
    • cites De Dreu et al., 2008 source
    • cites Gigone & Hastie, 1993 source

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    Unanticipated events require social perceptiveness to diagnose their influence on the dominant process within the team.

    “unanticipated events require social perceptiveness to diagnose the influence of these events on the dominant process within the team.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Leaders can have direct (main) effects on team processes and outcomes.

    “we acknowledge that leaders can have direct (”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Burke et al., 2006 source
    • cites Day et al., 2006 source
    • cites Morgeson et al., 2010 source

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Effective behavioral dynamism demands leaders to understand when the team's needs change and necessitates a different approach.

    “We argue that effective behavioral dynamism demands leaders to understand when the team's needs change and necessitates a different approach.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Leaders should provide a supplementary match by facilitating task-focused information exchange and processing.

    “Therefore, we propose that leaders should provide a supplementary match, by facilitating task-focused information exchange and processing.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Premisenone given

    The literature lacks a thorough understanding of the leader-related processes and practices that foster workplace inclusion and synergistic performance benefits.

    “we lack a thorough understanding of the leader-related processes and practices that foster workplace inclusion and synergistic performance benefits.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    In the Klein et al. study, conducted in a relatively cooperative nonprofit setting, teams were less likely to experience subgroup categorization and intergroup bias, which would make person-focused leadership less relevant.

    “That is, we would propose that in the Klein et al. study (that was conducted in a relatively cooperative nonprofit setting), teams were less likely to experience subgroup categorization and intergroup bias, which would make person-focused leadership less relevant.”
    Quote in the paperNot a substantial claim

  • The quote only partly states this claim.

    Interpretationcitation

    Person-focused leaders can limit intergroup bias through recategorization by bringing together members of different subgroups under an overarching, common ingroup identity.

    “First, through recategorization, leaders can bring together members of different subgroups under an overarching, common ingroup identity”
    Quote in the paperSubstantial claim

  • May combine two claims. The quote only partly states this claim.

    Interpretationcitation

    Individuation is likely to limit further subgroup activation and reduce intergroup bias.

    “This individuation is likely to limit further subgroup activation because it makes the potential social categories that distinguish team members from one another irrelevant”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Leaders should proactively or reactively adapt their leadership approach to intergroup bias and information elaboration.

    “ers should proactively or reactively adapt their leadership approach to these two processes.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Leader competencies are important in understanding the needs of diverse teams; rather than simply enacting their preferred style, leaders must actively determine when to display certain behaviors to be effective.

    “That is, we propose that leader competencies are important in understanding the needs of diverse teams-rather than simply enacting their preferred style, leaders must actively determine when to display certain behaviors to be effective.”
    Quote in the paperSubstantial claim

  • The quote only partly states this claim.

    Interpretationcitation

    Task-focused leaders structure tasks and procedures and provide team members with a clear context for collaboration, which promotes effective information elaboration.

    “First, task-focused leaders structure tasks and procedures and provide team members with a clear context for collaboration.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationcitation

    Feedback from task-focused leaders can provide team members with more accurate representations of others and of task progress, which can result in a better use of informational diversity and boost information elaboration.

    “Feedback can provide team members with more accurate representations of others as well as of task progress, which can result in a better use of informational diversity”
    Quote in the paperSubstantial claim

  • May combine two claims. The quote only partly states this claim.

    Interpretationcitation

    Task-focused leaders increase accountability of their team members by using rewards to distinguish the team's and individual team members' contributions, which can increase epistemic motivation and discussion of unshared information.

    “Finally, task-focused leaders increase accountability of their team members by using rewards to distinguish the team's and individual team members' contributions”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    These competencies can be developed and learned over time by stimulating multicultural experiences or by training leaders' cultural and emotional intelligence.

    “These competencies can be developed and learned over time by stimulating multicultural experiences or by training leaders' cultural and emotional intelligence”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Black & Gregersen, 2000

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Dragoni et al., 2014 source
    • cites McClean et al., 2019 source

  • May combine two claims.

    Interpretationreasoning

    Behavioral flexibility provides the leader with the ability to show dynamic leadership behaviors, whereas predicting and diagnosing are the necessary prerequisites for leaders to display adequate dynamic leadership behavior depending on the diverse team's needs.

    “Whereas behavioral flexibility provides the leader with the ability to show such dynamic leadership behaviors, predicting and diagnosing are the necessary prerequisites for leaders to be able to display the adequate dynamic leadership behavior (relatively more person-or task-focused behaviors) depending on the diverse team's needs.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    Anticipated and unanticipated events as well as effective matching in itself require behavioral dynamism.

    “We propose that anticipated and unanticipated events as well as effective matching in itself require behavioral dynamism.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationcitation

    Antecedents such as multicultural experiences, interpersonal flexibility, and openness to experience may contribute to a leader's behavioral flexibility in managing diverse teams, which in turn allows leaders to effectively match their leadership behaviors to teams' diversity-related needs.

    “Antecedents such as these may contribute to a leader's behavioral flexibility in the management of diverse teams, which in turn allows leaders to effectively match their leadership behaviors to teams' diversityrelated needs.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationnone given

    Cognitive understanding of diversity effects in teams helps predict changes in future processes instigated by diversity as a result of anticipated events.

    “We argue that cognitive understanding of diversity effects in teams helps to predict changes in the future processes instigated by diversity as a result of anticipated events.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    Given the difficulties associated with predicting the future effects of diversity, reacting to the current state of the team is sometimes not only the most practical but also the only option.

    “Given the difficulties associated with predicting the future effects of diversity, reacting to the current state of the team is sometimes not only the most practical but also the only option.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    LeaD illuminates how leaders can bring members of diverse teams to work together effectively by focusing on eliminating intergroup bias and actively stimulating the use of diversity so that every team member can contribute.

    “LeaD enhances such understanding by illuminating how leaders can bring members of diverse teams to work together effectively by focusing not only on eliminating intergroup bias, but also on actively stimulating the use of diversity so that every team member can contribute to the team.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    Leaders should show behaviors that functionally match the dominant processes within the team, which can change over time.

    “LeaD broadens the picture of leaders' role as diversity managers, suggesting that leaders should show behaviors that functionally match the dominant processes within the team (which can change over time).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationreasoning

    Installing buddy systems to stimulate social interactions between demographic subgroups might be more effective for organizations characterized by subgroup categorization than for organizations characterized by information elaboration.

    “installing buddy systems to stimulate social interactions between demographic subgroups might be more effective for organizations characterized by subgroup categorization than for organizations characterized by information elaboration”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationcitation

    Incorporating 360-degree feedback systems could help leaders better understand the needs of different constituent groups and thereby stimulate cognitive understanding.

    “incorporating 360-degree feedback systems could help leaders better understand the needs of different constituent groups, and as such stimulate cognitive understanding (Day, Fleenor, Atwater, Sturm, & McKee, 2014).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Day, Fleenor, Atwater, Sturm, & McKee, 2014 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Leaders can be aided to obtain or further develop relevant behaviors or competencies by means of training, coaching, or experiences.

    “leaders can also be aided to obtain or further develop relevant behaviors or competencies by means of training, coaching, or experiences (Mathieu, Tannenbaum, & Salas, 1992;McClean et al., 2019;Tannenbaum, Smith-Jentsch, & Behson, 1998).”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Mathieu, Tannenbaum, & Salas, 1992 source
    • cites McClean et al., 2019 source
    • cites Tannenbaum, Smith-Jentsch, & Behson, 1998 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    The insights from the article are relevant for researchers and practitioners in other social sciences such as economics, sociology, sport psychology, political sciences, and education.

    “This means that the insights from this article are relevant for researchers and practitioners in other social sciences, such as economics, sociology, sport psychology, political sciences, and education.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: Diversity is not limited to organizations but is also present in schools, neighborhoods, sport teams, and society as a whole.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Introducing leader competencies that make functional leadership more likely speaks to the development of effective diversity leaders.

    “by introducing important leader competencies, which make functional leadership more likely, our model speaks to the development of effective diversity leaders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationcitation

    Specific training programs focused on the development of a combination of cognitive understanding, social perceptiveness, and behavioral flexibility are more useful than overly broad programs.

    “provide specific training programs that, for instance, focus on the development of (a combination of) cognitive understanding, social perceptiveness, and behavioral flexibility rather than overly broad programs (cf.Anand & Winters, 2008;Guillaume, Dawson, Woods, Sacramento, & West, 2013).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Anand & Winters, 2008 source
    • cites Guillaume, Dawson, Woods, Sacramento, & West, 2013 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

    Interpretationcitation

    Research based on LeaD can inform sociological research on managing diversity in communities, the role of government in dealing with diversity issues, and research on diversity in schools.

    “research based on LeaD can also inform sociological research on how to manage diversity in communities, understanding of the role of the government in dealing with diversity issues, and research on diversity in schools (Oortwijn, Homan, & Saab, 2010).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Oortwijn, Homan, & Saab, 2010

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    There is still a strong focus on a one-size-fits-all approach to diversity interventions and practices.

    “There still is a strong focus on a”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationcitation

    The model moves beyond leadership styles, which might be more stable and dispositional, and puts trainable competencies and characteristics of leaders at the foreground of diversity management.

    “we move beyond leadership styles, which might be more stable and dispositional, and put trainable competencies and characteristics of leaders at the foreground of diversity management (cf.Tasselli, Kilduff, & Landis, 2018).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Tasselli, Kilduff, & Landis, 2018 source

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationnone given

    LeaD offers a comprehensive framework for understanding the role of leaders in managing team diversity.

    “LeaD offers a comprehensive framework for understanding the role of leaders in managing team diversity.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    Organizations may benefit from incorporating these ideas into how they recruit, select, and develop leaders.

    “organizations may benefit from incorporating these ideas into how they recruit, select, and develop leaders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationcitation

    In the recruitment and selection of leaders, organizations could focus on specific diversity-related traits and characteristics such as time spent abroad and diversity education during college.

    “In the recruitment and selection of leaders, organizations could focus on specific diversity-related traits and characteristics such as time spent abroad and diversity education during college (Bell, Connerley, & Cocchiara, 2009).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bell, Connerley, & Cocchiara, 2009 source

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Considering the needs of employees is crucial in understanding the conditions under which organizational diversity interventions are more or less useful.

    “we suggest that considering the needs of the employees is crucial in understanding the conditions under which such interventions are more or less useful.”
    Quote in the paperNot a substantial claim
75 of 75

  • The authors state this as an assumption.

    A team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.

    “In line with Zaccaro and colleagues (2001), we presume that a team has a clear hierarchical structure, in which the leader is held responsible and accountable for its functioning.”

  • The authors state this as an assumption.

    The leader is motivated to understand the team's needs and manage team diversity.

    “We assume that the leader is motivated to understand the team's needs and manage team diversity (see also Nishii, Khattab, Shemla, & Paluch, 2018).”

  • The paper relies on this without support.

    Diversity is not limited to organizations but is also present in schools, neighborhoods, sport teams, and society as a whole.

    “Diversity is not limited to organizations, but is also present in schools, neighborhoods, sport teams, and society as a whole.”
3 of 3

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Hassan study is described as both finding and not finding moderation

    Minor

    The review table says Hassan and colleagues found a significant interaction between transformational leadership and cognitive diversity. The subsequent summary lists the same study as evidence that transformational leadership had no impact on diversity's effects.

  • Intergroup bias is assigned two different matching strategies

    Minor

    The model consistently labels person-focused leadership for intergroup bias a complementary match, but its later interpretation of the Homan and Greer study calls that same pairing a supplementary match.

2 of 2

Cites

Flagged first, then by citations

Research works printed but not linked: 6

  1. [8]8. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice Hall.
  2. [93]93. ‫ء‬ Homan, A. C., Van Kleef, G. A., & Côté, S. (2015, August). Regulating emotional events in diverse teams: The role of leader emotion management. Paper presented at the 75th conference of the Academy of Management (AoM), Vancouver, Canada.
  3. [105]105. Janis, I. (1982). Groupthink (2nd ed.). Boston, MA: Houghton Mifflin.
  4. [211]211. Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behaviour. In S. Worchel & W. Austin (Eds.), Psychology of intergroup relations (pp. 7-24). Chicago, IL: Nelson-Hall.
  5. [218]218. Thompson, P. A. (1996). What's fueling the flames in cyberspace: A social influence model. In L. Strate, R. Jacobson, & S. B. Gibson (Eds.), Communication and cyberspace: Social interaction in an electronic environment (pp. 297-315). Cresskill, NJ: Hampton Press.
  6. [239]239. Williams, K. Y., & O'Reilly, C. A. (1998). Demography and diversity in organizations. Research in Organizational Behavior, 20, 77-140.

Cited by

Sorted by citations

Related

Authors
Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A.
Affiliations
  • University of Amsterdam (NL)
  • Christian-Albrechts-Universität zu Kiel (DE)
Corresponding author
Homan, Astrid C.
ORCID
Venue
Journal of Applied Psychology
Publisher
American Psychological Association (APA)
Published
2020-10
Volume
105
Issue
10
Pages
1101-1128
ISSN
  • 0021-9010 (ISSN-L)
  • 1939-1854
DOI
10.1037/apl0000482
OpenAlex
W3001510674
Cited by
180
References
224
Citations by year
2026: 30 · 2025: 38 · 2024: 35 · 2023: 30 · 2022: 23 · 2021: 21 · 2020: 5
FWCI
21.51
Type
journal article
Language
en
Open access
Licence
other-oa
Locations
  • Journal of Applied Psychology (publishedVersion)
  • PubMed (publishedVersion)
  • UvA-DARE (University of Amsterdam) (submittedVersion, other-oa)
  • Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
Topics
  • Social Sciences › Gender Studies › Gender Diversity and Inequality
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Sociology and Political Science › Conflict Management and Negotiation
Keywords
team diversity, functional leadership, intergroup processes, leader competencies, diversity management
MeSH terms
Employment, Group Processes, Humans, Leadership, Psychological Theory, Cultural Diversity

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-11.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-11.

Cited sources are checked by gpt-6-sol.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

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