The DOI matches its Crossref record; 257 of the 259 references it cites were found in a registry or an index, and 1 are not checked yet; 2 of the 125 sources its claims cite were checked for support.
Leading diversity: Towards a theory of functional leadership in diverse teams.
Open accessAbstract
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).
Verified 2026-10-11 · 1 reference not checked yet
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
2 of 125 cited sources checked · 1 supported · 0 flagged · accuracy not yet measured
The sources with a verdict support this claim; the rest weren’t checked yet, have no full text we could read, or their verdicts aren’t rated yet.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diversity Effects: Two Overarching Processes
What the sources say
- Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source
- Supportedcites Guillaume, Dawson, Otaye-Ebede, Woods, & West, 2017 source
The paper’s “What Moderates the Effects of Workplace Diversity?” section describes the CEM’s two routes—intergroup bias and information-elaboration—and identifies contingency factors affecting each. Its sections on individual differences and climate and culture review studies of such moderators, making it an appropriate overview for the citing sentence. (LLM, conf=0.93)
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“However, a dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Tests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesA claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
What the sources say
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesNone of the sources cited for this claim have been checked yet.
In the paper
“For instance, research on the role of transformational leadership behaviors-the most widely studied leadership behavior in diverse teams-demonstrates positive, negative as well as null effects for its moderating influence on the effects of team diversity (e.g., Kearney & Gebert, 2009;Kim, 2017;Scheuer, 2017).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
What the sources say
- Not matchedcites Kearney & Gebert, 2009
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Kim, 2017 source
- Not checked — no full text of the sourcecites Scheuer, 2017
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- Not matched
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our comprehensive review of this literature reveals inconsistent findings pertaining to the interplay of leadership and team diversity.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Based on the current empirical findings, it remains unclear why the same leadership behaviors result in differential outcomes of team diversity.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Nonetheless, previous research has not found consistent effects of surface-or deep-level diversity on team functioning (Bowers, Pharmer, & Salas, 2000;Van Dijk, Van Engen, & Van Knippenberg, 2012;Webber & Donahue, 2001).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Definitions and Scope of the Current Model
What the sources say
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Fourth, there is a limited understanding of leaders' role as both proactive shapers of team processes resulting from team diversity and as reactive managers of the team process to team outcome relationship.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Directive
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
- Probably not a substantial claim. 41
- It may state two separate claims as one. 41
- The quote only partly states this claim. 4
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diversity Effects: Two Overarching Processes
What the sources say
- Partly supportedcites Guillaume et al., 2014 sourceExperimental — accuracy not yet measured
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)
- Not checked — no full text of the sourcecites Nishii et al., 2018 source
- Not checked — no full text of the sourcecites Roberts, 2006 source
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
- Partly supported
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“To date, transformational leadership is the most widely studied leadership style, but its moderating effects are inconsistent.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Directive
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“First, there are no consistent effects of team diversity on team outcomes, which confirms the necessity of considering moderators.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Directive
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“These dimensions were crossed with an even larger number of leadership behaviors and characteristics (see below).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Review of Research on the Interplay Between Diversity and Leadership
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Review of Research on the Interplay Between Diversity and Leadership
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Directive
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Review of Research on the Interplay Between Diversity and Leadership
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“(b) there is need for an integrative theory on how leadership moderates team diversity effects as similar leadership behaviors show inconsistent effects”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“(d) leaders have been examined both as proactive as well as reactive managers of team diversity.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“(c) both leadership behaviors and leadership competencies interact with team diversity, but it is unclear how these leadership concepts interrelate”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“LeaD systematically explains how diversity-related processes give rise to specific needs at the team level for certain forms of leadership.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not 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.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- 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.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- 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.
None of the sources cited for this claim have been checked yet.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diversity Effects: Two Overarching Processes
What the sources say
- Not checked — no full text of the sourcecites Brewer, 1979 source
- Not matchedcites Turner, Hogg, Oakes, Reicher, & Wetherell, 1987
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
- 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.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diversity Effects: Two Overarching Processes
What the sources say
- Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Abstract
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
- 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.
None of the sources cited for this claim have been checked yet.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leading Team Diversity: Introducing LeaD
What the sources say
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
What the sources say
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
In the paper
“This means that leaders need to display certain leadership behaviors and avoid displaying others that are not useful or superfluous (Kerr & Jermier, 1978).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leading Team Diversity: Introducing LeaD
What the sources say
- Not checked — no full text of the sourcecites Kerr & Jermier, 1978 source
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Reactive diversity leadership can ameliorate dysfunctional and facilitate functional processes and, thereby, enhance team functioning and productivity.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
What the sources say
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“As such, the matching principle we propose is that leader behavior should counteract ineffective processes and maximize effective ones.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leading Team Diversity: Introducing LeaD
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
What the sources say
- Not checked — no full text of the sourcecites Judge et al., 2004 source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
What the sources say
- Not checked — no full text of the sourcecites Kerr et al., 1974 source
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
What the sources say
- Not checked — no full text of the sourcecites Cable & Edwards, 2004 source
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diagnosing Diverse Team Needs: The Role of Leader Social Perceptiveness
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Functional Matching of Leadership Behaviors and Team Needs: The Role of Leader Behavioral Flexibility
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diagnosing Diverse Team Needs: The Role of Leader Social Perceptiveness
What the sources say
- Not matchedcites Zaccaro et al., 1991
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
- Not matched
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diagnosing Diverse Team Needs: The Role of Leader Social Perceptiveness
What the sources say
- Not checked — no full text of the sourcecites Zhao et al., 2019 source
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Functional Matching of Leadership Behaviors and Team Needs: The Role of Leader Behavioral Flexibility
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, in some cases, predicting the dominant process before it occurs can be difficult.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Diagnosing Diverse Team Needs: The Role of Leader Social Perceptiveness
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
What the sources say
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“unanticipated events require social perceptiveness to diagnose the influence of these events on the dominant process within the team.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“we acknowledge that leaders can have direct (”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We argue that effective behavioral dynamism demands leaders to understand when the team's needs change and necessitates a different approach.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Temporal Dynamics
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Therefore, we propose that leaders should provide a supplementary match, by facilitating task-focused information exchange and processing.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“we lack a thorough understanding of the leader-related processes and practices that foster workplace inclusion and synergistic performance benefits.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“First, through recategorization, leaders can bring together members of different subgroups under an overarching, common ingroup identity”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe quote only partly states this claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This individuation is likely to limit further subgroup activation because it makes the potential social categories that distinguish team members from one another irrelevant”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one. The quote only partly states this claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“ers should proactively or reactively adapt their leadership approach to these two processes.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“First, task-focused leaders structure tasks and procedures and provide team members with a clear context for collaboration.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe quote only partly states this claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, task-focused leaders increase accountability of their team members by using rewards to distinguish the team's and individual team members' contributions”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Matching Leadership Behaviors to Team Needs
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one. The quote only partly states this claim.
None of the sources cited for this claim have been checked yet.
In the paper
“These competencies can be developed and learned over time by stimulating multicultural experiences or by training leaders' cultural and emotional intelligence”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Temporal Dynamics
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We propose that anticipated and unanticipated events as well as effective matching in itself require behavioral dynamism.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Temporal Dynamics
Tests✓ Asserted: passes? Checkable: unclear✓ Load-bearing: passes? Based: unclearIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Functional Matching of Leadership Behaviors and Team Needs: The Role of Leader Behavioral Flexibility
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
- Not checked — no full text of the sourcecites Day, Fleenor, Atwater, Sturm, & McKee, 2014 source
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Conclusion
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
- Rests on an assumption: Diversity is not limited to organizations but is also present in schools, neighborhoods, sport teams, and society as a whole.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“by introducing important leader competencies, which make functional leadership more likely, our model speaks to the development of effective diversity leaders.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Conclusion
What the sources say
- Not checked — no full text of the sourcecites Oortwijn, Homan, & Saab, 2010
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“There still is a strong focus on a”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Load-bearingStrength:boosted· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably not a substantial claim. The paper may give no reason why it holds.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
- Not checked — no full text of the sourcecites Tasselli, Kilduff, & Landis, 2018 source
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“LeaD offers a comprehensive framework for understanding the role of leaders in managing team diversity.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Conclusion
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“organizations may benefit from incorporating these ideas into how they recruit, select, and develop leaders.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
In the paper
“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).”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
What the sources say
- Not checked — no full text of the sourcecites Bell, Connerley, & Cocchiara, 2009 source
Strength:hedged· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“we suggest that considering the needs of the employees is crucial in understanding the conditions under which such interventions are more or less useful.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably not a substantial claim. It may be too vague to check against evidence.
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.”
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
MinorThe 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.
“The interaction between TFL and cognitive diversity was significant.”
“or have no impact on the effects of team diversity (Hassan, Bashir, Abrar, Baig, & Zubair, 2015;Kim, 2017;Zhang & Peterson, 2011).”
Intergroup bias is assigned two different matching strategies
MinorThe 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.
“when diverse teams are likely to experience or are experiencing intergroup bias, team leaders should try to prevent or suppress this process by stimulating or facilitating cohesion and manage relationship conflicts, which may be labeled "complementary matching."”
“teams may have experienced more subgroup categorization and intergroup bias, which made person-focused leadership a supplementary match to the team's needs.”
Citations
Cites
Organizational Information Requirements, Media Richness and Structural Design
Daft, R. L., & Lengel, R. H. (1986) · Management Science · doi:10.1287/mnsc.32.5.554 · Cited by 9,868
Rediscovering the Social Group: A Self‐Categorization Theory
REID, F. J. M. (1987) · British Journal of Social Psychology · doi:10.1111/j.2044-8309.1987.tb00799.x · Cited by 8,145
Social psychology of intergroup relations
Tajfel, H. (1982) · Annual Review of Psychology · doi:10.1146/annurev.ps.33.020182.000245 · Cited by 7,949
(2013) · Academy of Management Review · doi:10.5465/amr · Cited by 6,965
(1999) · Cited by 6,104
(2023) · doi:10.1126/science · Cited by 6,063
Pettigrew, T. F. (1998) · Annual Review of Psychology · doi:10.1146/annurev.psych.49.1.65 · Cited by 6,001
Stereotypes and prejudice: Their automatic and controlled components
Devine, P. G. (1989) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.56.1.5 · Cited by 5,673 · cited 1×
“With regard to diagnosing intergroup bias, research has shown that intergroup bias can translate into verbal and nonverbal interpersonal communication within teams (Devine, 1989; Dovidio, Kawakami, & Gaertner, 2002; Fiske, 1998; Hekman et al., 2010).”
BackgroundThe Influence of Source Credibility on Communication Effectiveness
Hovland, C. I., & Weiss, W. (1951) · Public Opinion Quarterly · doi:10.1086/266350 · Cited by 3,543
Milliken, F. J., & Martins, L. L. (1996) · The Academy of Management Review · doi:10.5465/amr.1996.9605060217 · Cited by 3,413
Flagged first, then by citations
Research works printed but not linked: 6
- [8]8. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice Hall.
- [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.
- [105]105. Janis, I. (1982). Groupthink (2nd ed.). Boston, MA: Houghton Mifflin.
- [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.
- [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.
- [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
Triana, M. D. C., Gu, P., Chapa, O., Richard, O. C., & Colella, A. J. (2021) · Human Resource Management · doi:10.1002/hrm.22052 · Cited by 273
A multi-level framework of inclusive leadership in organizations
Nishii, L. H., & Leroy, H. (2022) · Group & Organization Management · doi:10.1177/10596011221111505 · Cited by 189
A Diversity Mindset Perspective on Inclusive Leadership
van Knippenberg, D., & van Ginkel, W. V. (2021) · Group & Organization Management · doi:10.1177/1059601121997229 · Cited by 101
Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & Hoever, I. J. (2021) · Group & Organization Management · doi:10.1177/10596011211009683 · Cited by 147
Self-citationThe role of the board chair—A literature review and suggestions for future research
Banerjee, A., Nordqvist, M., & Hellerstedt, K. M. K. (2020) · Corporate Governance An International Review · doi:10.1111/corg.12350 · Cited by 109
Motivating workers: how leaders apply self-determination theory in organizations
Forner, V. W., Jones, M., Berry, Y. J., & Eidenfalk, J. (2020) · Organization Management Journal · doi:10.1108/omj-03-2020-0891 · Cited by 181
Indigenizing the North American Model of Wildlife Conservation
Hessami, M. A., Bowles, E., Popp, J. N., & Ford, A. T. (2021) · FACETS · doi:10.1139/facets-2020-0088 · Cited by 95
Teams in the Digital Workplace: Technology’s Role for Communication, Collaboration, and Performance
Lane, J. N., Leonardi, P. M., Contractor, N., & DeChurch, L. A. (2023) · Small Group Research · doi:10.1177/10464964231200015 · Cited by 127
“Bell et al., 2011; J. N. Cummings et al., 2013; Homan et al., 2020; Horwitz & Horwitz, 2007), and when they balance incumbents with newcomers who bring new ideas to the team (Gui-merà et al., 2005; Schuth et al., 2023).”
BackgroundStrategic Diversity Leadership: The Role of Senior Leaders in Delivering the Diversity Dividend
Martins, L. L. (2020) · Journal of Management · doi:10.1177/0149206320939641 · Cited by 84
Lu, J. G., Swaab, R. I., & Galinsky, A. D. (2021) · Organization science (Providence, R.I.) · doi:10.1287/orsc.2021.1480 · Cited by 63
Liao, G., Li, M., Yi, L., et al. (2023) · Journal of Knowledge Management · doi:10.1108/jkm-01-2023-0046 · Cited by 52
Tian, W., Wang, H., & Rispens, S. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18010291 · Cited by 65
When “Me” Trumps “We”: Narcissistic Leaders and the Cultures They Create
O’Reilly, C. A., Chatman, J. A., & Doerr, B. (2020) · Academy of Management Discoveries · doi:10.5465/amd.2019.0163 · Cited by 59
Team Belonging: Integrating Teamwork and Diversity Training Through Emotions
Davis, A. S., Kafka, A. M., González‐Morales, M. G., & Feitosa, J. (2021) · Small Group Research · doi:10.1177/10464964211044813 · Cited by 50
Yao, J., Liu, X., & He, W. (2021) · Management Decision · doi:10.1108/md-12-2019-1698 · Cited by 31
Kearney, E., Razinskas, S., Weiß, M., & Hoegl, M. (2022) · Journal of Organizational Behavior · doi:10.1002/job.2630 · Cited by 31
Yousaf, M., Khan, M. M., & Paracha, A. T. (2022) · Healthcare · doi:10.3390/healthcare10112258 · Cited by 37
A Model for Strengthening Mentors: Frames and Practices
Blake‐Beard, S., Shapiro, M., & Ingols, C. A. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18126465 · Cited by 41
El-Chaarani, H., & Raimi, L. (2022) · Journal of Public Affairs · doi:10.1002/pa.2808 · Cited by 30
Cognitive and Neurodiversity in Groups: A Systemic and Integrative Review
van Rijswijk, J., Curșeu, P. L., & van Oortmerssen, L. A. (2024) · Small Group Research · doi:10.1177/10464964231213564 · Cited by 28
“In doing so, we contribute to recent process-focused views on diversity (Homan et al., 2020) that explain systemically how diversity impacts team outcomes.”
BackgroundA meta-analytic integration of the faultlines literature
Thatcher, S. M. B., Meyer, B. M., Kim, Y., & Patel, P. C. (2024) · Organizational Psychology Review · doi:10.1177/20413866231225064 · Cited by 24
Chang, A., Wiewiora, A. M., & Liu, Y. (2021) · International Journal of Project Management · doi:10.1016/j.ijproman.2021.05.003 · Cited by 32
Dagan, E., Sarma, A., Chang, A., D’Angelo, S., Dicker, J., & Murphy-Hill, E. R. (2023) · ACM Joint European Software Engineering Conference and Symposium on the Foundations of Software Engineering (ESEC/FSE) · doi:10.1145/3611643.3616273 · Cited by 28
“We chose to interview managers because their goals and actions have been shown to influence team diversity and culture [24, 25, 36].”
Leading Professionally Diverse Workgroups of Healthcare Professionals for Improving Quality of Care
Yousaf, M., Khan, M. M., & Paracha, A. T. (2021) · Journal Of Organizational Behavior Research · doi:10.51847/hzxov7ry2b · Cited by 22
The benefits of cognitive style versatility for collaborative work.
Aggarwal, I., Schilpzand, M. C., Martins, L. L., et al. (2022) · Journal of Applied Psychology · doi:10.1037/apl0001035 · Cited by 21
Hundschell, A. S., Backmann, J., Tian, A. W., & Hoegl, M. (2024) · Journal of Organizational Behavior · doi:10.1002/job.2829 · Cited by 24
Managing technical innovation: A systematic review of 11 leader functions
Steele, L. M., & Watts, L. L. (2022) · Technovation · doi:10.1016/j.technovation.2022.102539 · Cited by 21
Meyer, B. M., van Dijk, H., & Engen, M. L. V. (2022) · Journal of Applied Psychology · doi:10.1037/apl0000995 · Cited by 20
“As such, these findings contrast assumptions from conventional theory on diversity in teams about ingroup favoritism and corresponding ingroup–outgroup dynamics (Homan et al., 2020; van Knippenberg et al., 2004).”
BackgroundResultInfluentialCompetencies supporting high-performance translational teams: A review of the SciTS evidence base
Brasier, A. R., Burnside, E. S., & Rolland, B. (2023) · Journal of Clinical and Translational Science · doi:10.1017/cts.2023.17 · Cited by 23
Diversity, Equity, and Inclusion: A Decade of Progress?
Jones, B. L., Carter, M. C., Davis, C. M., & Wang, J. (2022) · The Journal of Allergy and Clinical Immunology In Practice · doi:10.1016/j.jaip.2022.10.007 · Cited by 22
Hamlin, R. G., Alhejji, H., & Patel, T. (2023) · Human Resource Development Quarterly · doi:10.1002/hrdq.21516 · Cited by 18
Switching gears: How teams co-construct adaptive leadership style transitions in dynamic contexts
Thommes, M. S., Uitdewilligen, S., Rico, R., & Waller, M. J. (2024) · Organizational Psychology Review · doi:10.1177/20413866231214238 · Cited by 23
“Homan et al. (2020) introduced the LeaD model – a comprehensive theoretical framework on the dynamic interplay between team leader behaviors and diversity-related processes to predict team performance.”
Preston, M. C., Boyd, T. L., Leigh, A., Burgess, R., & Marsh, V. (2024) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2024.104321 · Cited by 17
Bani‐Melhem, S., Shamsudin, F. M., Khassawneh, O., Hamouche, S., & Koleva, P. (2024) · Management Research Review · doi:10.1108/mrr-05-2023-0337 · Cited by 17
The effects of team diversity on promoting sustainable luxury products
Quach, S., Septianto, F., Thaichon, P., & Sung, B. (2023) · Asia Pacific Journal of Marketing and Logistics · doi:10.1108/apjml-12-2022-1064 · Cited by 15
Leading Project teams: The role of leadership styles in dynamic work environment
Anwer, S. A., Mohammad, A. J., Abdulrahman, B. S., Qader, K. S., Jamil, D. A., Gardi, B., & Sabah, K. K. (2022) · International Journal of English Literature and Social Sciences · doi:10.22161/ijels.76.4 · Cited by 15
Adamovic, M. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1763957 · Cited by 15
Zaman, U., Flórez, L., Abbasi, S., & Nawaz, M. S. (2024) · Engineering Construction & Architectural Management · doi:10.1108/ecam-12-2022-1165 · Cited by 14
Reviewing and Revisiting the Processes and Emergent States Underlying Team Diversity Effects
Reinert, C., Buengeler, C., Lehmann‐Willenbrock, N., & Homan, A. C. (2024) · Small Group Research · doi:10.1177/10464964241275748 · Cited by 16
“Especially from a diversity management perspective, it would be theoretically and practically relevant to understand whether proactive or reactive interventions (e.g., leadership, training) are (more or less) effective in managing the processes and states in diverse teams (Homan et al., 2020).”
Self-citationINNOVATIONS IN BUSINESS DIVERSITY AND INCLUSION: CASE STUDIES FROM THE RENEWABLE ENERGY SECTOR
Olutimehin, D. O., Ofodile, O. C., Ejibe, I., Odunaiya, O. G., & Soyombo, O. T. (2024) · International Journal of Management & Entrepreneurship Research · doi:10.51594/ijmer.v6i3.961 · Cited by 13
Sheffer‐Hilel, G., Drach‐Zahavy, A., & Endevelt, R. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1135071 · Cited by 12
Houston, L. N., Kraimer, M. L., & Schilpzand, P. (2023) · Group & Organization Management · doi:10.1177/10596011231200929 · Cited by 18
“…because facilitating open communication and equal participation, resolving con fl icting perspectives, and integrating task-relevant information and ideas from a diverse group of individuals are challenging tasks to carry out in practice (Nembhard & Edmondson, 2006; Homan et al., 2020; Yukl, 2012).”
InfluentialPierce, J. R. (2024) · The Academy of Management Annals · doi:10.5465/annals.2023.0052 · Cited by 11
Driving sustainability in organizations: polymathic responsible leadership and circular economy
Wihler, A., Nolan, R., Zheng, Y., Inceoglu, I., Leroy, H., & Charnley, F. (2024) · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-024-00737-5 · Cited by 11
“While the core focus of this approach is improved organizational effectiveness and performance (Homan et al. 2020), responsible leadership is motivated by the underlying value-system to do good (Stahl and Sully de Luque 2014).”
Zhu, X., Li, X., & Yang, D. (2024) · Human Resource Management · doi:10.1002/hrm.22254 · Cited by 11
Chen, D., & Chen, T.-W. (2021) · Sustainability · doi:10.3390/su132313449 · Cited by 11
Ong, M., Ashford, S. J., & Bindl, U. K. (2022) · Journal of Organizational Behavior · doi:10.1002/job.2662 · Cited by 15
“According to functional leadership theory, an important element of leadership consists of taking time and effort to assess the team's needs and to engage in leadership behaviors that satisfy those needs (Burke et al., 2006; Homan et al., 2020; McGrath, 1962; Zaccaro et al., 2001).”
BackgroundA Model of Leadership Transitions in Teams
Marques‐Quinteiro, P., van Dijk, H., Peterson, D. R., Adamovic, M., Buengeler, C., & Santos, C. M. (2022) · Group & Organization Management · doi:10.1177/10596011221082394 · Cited by 13
Self-citationVerheijen-Tiemstra, R., Ros, A., Vermeulen, M., & Poell, R. F. (2024) · Educational Management Administration & Leadership · doi:10.1177/17411432241227686 · Cited by 10
“As a link between employees ’ behaviour and the achievement of goals, leaders are in a position to exert considerable in fl uence, as their role includes both direct and indirect mechanisms (Grojean et al., 2004; Homan et al., 2020; Wright and Nishii, 2013).”
Olsen, J., Gahan, P., Adamovic, M., Choi, D., Harley, B., Healy, J., & Theilacker, M. (2021) · Journal of International Management · doi:10.1016/j.intman.2021.100886 · Cited by 9
Managing Team Conscientiousness Diversity: The Role of Leader Emotion-Regulation Knowledge
Homan, A. C., & Kleef, G. A. V. (2021) · Small Group Research · doi:10.1177/10464964211045015 · Cited by 11
Self-citationDoes age diversity benefit team outcomes, if so, when and how? A moderated mediation model
Wu, X., & Konrad, A. M. (2022) · Current Psychology · doi:10.1007/s12144-022-03527-8 · Cited by 12
Enhancing Care Quality Through Effective Leadership in Multidisciplinary Healthcare Teams
Meneses-La-Riva, M. E., Fernández-Bedoya, V. H., Suyo-Vega, J. A., Ocupa-Cabrera, H. G., Grijalva-Salazar, R. V., & Ocupa-Meneses, G. D. D. (2023) · Annals of Organizational Culture Leadership and External Engagement Journal · doi:10.51847/9qgerknbyw · Cited by 9
Chung, B. G., Shore, L. M., Wiegand, J. P., & Xu, J. (2024) · Equality Diversity and Inclusion An International Journal · doi:10.1108/edi-08-2023-0278 · Cited by 8
Leaders' cultural gap bridging behaviors and subordinates' work engagement in multinational teams
Hundschell, A. S., Backmann, J., Tian, A. W., & Hoegl, M. (2021) · Journal of International Management · doi:10.1016/j.intman.2021.100916 · Cited by 20
Innovation from Inclusivity: The Effect of Team Diversity on Clean Meat Acceptance
Jin, F. S., Arango, L., O’Rourke, A.-M., & Septianto, F. (2024) · Australasian Marketing Journal (AMJ) · doi:10.1177/14413582241235414 · Cited by 7
“First, while prior studies have explored the positive impacts of organizational diversity on firm performance (e.g. Homan et al., 2020; Huse & Grethe Solberg, 2006), there is limited understanding of how consumer perceptions of firm diversity, a core CSR dimension, influence their willingness to…”
Beyond Diversity and Homogeneity: Conceptualizing Compatibility in Cognition
Wang, S. C., Cronin, M. A., & Mannix, E. A. (2024) · Group & Organization Management · doi:10.1177/10596011241241093 · Cited by 7
“When differences are identi fi ed, they can create animosity towards the out-group (Homan et al., 2020).”
Unpacking the relationship between cultural diversity and workgroup creativity
Onyeneke, G. B., & Abe, T. (2024) · Cross Cultural & Strategic Management · doi:10.1108/ccsm-09-2023-0196 · Cited by 7
Between Virtue and Risk: ESG Dynamics and the Strategic Role of Gender‐Diverse Boards
Qawasmeh, R., Samara, H., Alslaibi, N. A., Farha, E. K. K. A., & Elamer, A. A. (2026) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.70500 · Cited by 10
Choi, S. B., Jung, K. B., & Kang, S. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.879412 · Cited by 9
Team Leadership and Diversity Management in Information Systems Development Project Teams
Li, Y., Hsu, J. S., Hua, S., & Parolia, N. (2022) · Pacific Asia journal of the Association for Information Systems · doi:10.17705/1pais.14501 · Cited by 6
Leadership, follower age, and age-diversity: a systematic review and future directions
Zellman, E., Andrei, D. M., & Parker, S. K. (2025) · Work Aging and Retirement · doi:10.1093/workar/waaf014 · Cited by 11
Sajadi, P., & Vandenberghe, C. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.865429 · Cited by 7
Liang, Y., Wang, H., Yan, M. N., et al. (2021) · International Journal of Conflict Management · doi:10.1108/ijcma-11-2020-0187 · Cited by 6
Stamkou, E., Homan, A. C., Kleef, G. A. V., & Gelfand, M. J. (2022) · Journal of Personality and Social Psychology · doi:10.1037/pspa0000304 · Cited by 9
“…meaning offers an advantage to people who operate in complex multicultural societies, and in intercultural contexts — such as in foreign relations, global organizations, and the military — where differences in spatial metaphors for leadership may lead to cultural con fl ict (Homan et al., 2020).”
BackgroundSelf-citationReinert, C., & Buengeler, C. (2024) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780192897114.013.7 · Cited by 8
Self-citationThe Impact Mechanism of Entrepreneurial Team Expertise Heterogeneity on Entrepreneurial Decision
Ye, S., Xiao, Y., Yang, B., et al. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.732857 · Cited by 6
Schreiber, E., Dijk, D. V., & Drory, A. (2025) · Leadership & Organization Development Journal · doi:10.1108/lodj-10-2024-0661 · Cited by 6
Lagowska, U. G., Schyns, B., & Gauglitz, I. K. (2025) · Group & Organization Management · doi:10.1177/10596011251380992 · Cited by 6
A leadership model supporting maturation of high-performance translational teams
Brasier, A. R., Casey, S. L., Hatfield, P. M., Kelly, P. W., Sweeney, W. A., Schweizer, M. L., Liu, B., & Burnside, E. S. (2023) · Journal of Clinical and Translational Science · doi:10.1017/cts.2023.598 · Cited by 8
Diversity Approaches in Organizations: A Leadership Perspective
Gündemir, S., & Kirby, T. A. (2022) · Future of business and finance · doi:10.1007/978-3-030-95652-3_2 · Cited by 5
Self-citationThe Informal Champion’s Role in Promoting the Care of Inter-Professional Teams
Sheffer‐Hilel, G., Drach‐Zahavy, A., & Endevelt, R. (2022) · Small Group Research · doi:10.1177/10464964221099635 · Cited by 5
Sackmann, S. A. (2023) · Relational economics and organization governance · doi:10.1007/978-3-031-27454-1_16 · Cited by 5
Bloemhof, J., Knol, J., Rijn, M. V., et al. (2025) · Journal of Advanced Nursing · doi:10.1111/jan.70093 · Cited by 4
“However, embracing diversity can lead to positive effects, such as improved decision-making, and negative effects, like subgroup formation (Homan et al. 2020).”
Unveiling founder archetypes: the effect of distinct entrepreneurial traits on resource accuracy
Letting, C., Steele, D., Kunitz, D., Leary, S. E. S., Simko, M., Maxwell, K., & Menold, J. (2025) · Design Science · doi:10.1017/dsj.2025.3 · Cited by 5
Edgar, V. B., MacDonald, B., Thames, A. D., & McClintock, S. M. (2025) · Journal of Clinical and Experimental Neuropsychology · doi:10.1080/13803395.2025.2455126 · Cited by 4
“…and advanced within psychology through the development of practice recommendations, educational programs, and infusion in professional and governing organizations (Buchanan et al., 2021; Haynes-Mendez & Nolan, 2021; Homan et al., 2020; Lingras et al., 2021; Roberts et al., 2020; Tung et al., 2023).”
Ju, H., & Kim, Y. (2025) · SAGE Open · doi:10.1177/21582440241312481 · Cited by 3
“This inconsistency in the literature has spurred scholars to probe deeper into the contextual factors governing this relationship (Guillaume et al., 2017; Joshi & Roh, 2009; Homan et al., 2020).”
Saenz, C., Wu, S., Uddaraju, V., et al. (2025) · Sustainability · doi:10.3390/su17073183 · Cited by 3
Wang, H., Rispens, S., & Demerouti, E. (2025) · Journal of Business and Psychology · doi:10.1007/s10869-025-10029-4 · Cited by 3
“That is, rather than those “top-down”, “one-size-fits-all” approaches, such as inclu-siveness policies (Jaiswal & Dyaram, 2020), leadership (Homan et al., 2020), and organizational justice (Blouch & Azeem, 2019) — to unlock the beneficial effects of diversity on various outcomes, we highlight a…”
Boroş, S., & Gorbatai, A. D. (2024) · Frontiers in Psychology · doi:10.3389/fpsyg.2024.1396512 · Cited by 3
Utilising Digital Tools to Enhance Teamwork Among Adult Learners in a Postgraduate Course
Roberts, L. N. (2024) · Advances in higher education and professional development book series · doi:10.4018/979-8-3693-3852-0.ch009 · Cited by 3
Diversity Management and Organizational Performance in Pakistan
HANIF, M., Athar, M. R., Rehman, Z. U., Anwar, A., & Ali, M. Q. (2023) · Reviews of Management Sciences · doi:10.53909/rms.04.02.0203 · Cited by 3
Healthcare delivery in Sub-Saharan Africa: exploring the impact of leadership theories and styles
Azeez, T. A. (2023) · Rwanda medical journal · doi:10.4314/rmj.v80i2.6 · Cited by 3
“Functional leaders prioritize tasks and empower all subordinates to be able to do the tasks competently [93].”
BackgroundOrganisational ethics context factors in a public energy utility company: A millennial view
Matabologa, R. M., & Flotman, A.-P. (2024) · Acta Commercii · doi:10.4102/ac.v24i1.1200 · Cited by 3
“Leaders are the shapers and developers of ethical teams (Homan et al. 2020).”
BackgroundSoane, E. (2024) · Journal of Risk Research · doi:10.1080/13669877.2025.2485041 · Cited by 3
“For example, task-focused leadership reduces conflict risks in diverse teams (Homan et al. 2020).”
Age bias in the time of Coronavirus: Implications for research and practice
Iles, L. J., & Parker, S. K. (2021) · Industrial and Organizational Psychology · doi:10.1017/iop.2021.15 · Cited by 3
“, individualized consideration, providing support) will be particularly valuable for minimizing social categorization and fostering a unified team identity (Homan et al., 2020).”
BackgroundAmbiguous, Affective, and Arduous: Volunteers’ Invisible Work With Young Adults
Mölkänen, J., & Honkatukia, P. (2022) · Journal of Youth Development · doi:10.5195/jyd.2022.1198 · Cited by 3
“…that organizations working with young people should devote enough time and resources to an iterative process of recruiting, training, facilitating, and evaluating their volunteer corps based on specific competencies needed to achieve the organization’s intended outcomes (Homan et al. 2020, p. 79).”
BackgroundDierckx, K., Depauw, H., Haesevoets, T., Valcke, B., Roey, T. V., de Putte, B. V., Cremer, D. D., Els, C., & Hiel, A. V. (2025) · Frontiers in Psychology · doi:10.3389/fpsyg.2025.1445469 · Cited by 3
“As we argued in the Introduction, organizational decision-makers will increasingly have to operate as company “diversity managers” (Homan et al., 2020) and resolve a mounting number of EC issues.”
When Does Top Management Team Diversity Matter in Large Organizations?
Fabian, F., Plečnik, J. M., & Wang, S. (2025) · Journal of Organizational Behavior · doi:10.1002/job.70025 · Cited by 2
Unger, F., Sann, U., & Martin, C. (2022) · Basiswissen Sozialwirtschaft und Sozialmanagement · doi:10.1007/978-3-658-36119-8_4 · Cited by 2
Individual Dimensions of Organizational Change: Unleashing Human Potential for Transformation
Yawson, R. M., & Goryunova, E. (2025) · Contributions to management science · doi:10.1007/978-3-031-80422-9_6 · Cited by 2
The Promise of Board Gender Diversity: State of the Art and Conclusions
Boerner, S. (2025) · Springer eBooks · doi:10.1007/978-3-031-69308-3_15 · Cited by 2
Umans, T., Steigenberger, N., Nichitelea, D., et al. (2025) · Health Care Management Review · doi:10.1097/hmr.0000000000000451 · Cited by 2
Menzies, J. C., Ford, R. S., & Henshall, C. L. (2024) · Nursing Open · doi:10.1002/nop2.2176 · Cited by 1
“Effective leadership of diverse teams requires proactive attention to team needs and adequate management of inter-group processes (Homan et al., 2020 ).”
BackgroundHow can Organisations Support and Maximise the Contributions of Neurodiverse Employees?
Otaye‐Ebede, L., Loon, M. K. C., Stewart, J., & Nachmias, S. (2023) · Academy of Management Proceedings · doi:10.5465/amproc.2023.16986abstract · Cited by 2
Newstead, T., & Riggio, R. E. (2024) · Springer eBooks · doi:10.1007/978-3-031-32257-0_17-1 · Cited by 2
Beyond a Curse or Blessing: The Effects of Team Diversity on Team Creativity and Innovation
Fu, L., Wang, J., & Liu, M. J. (2022) · Responsible innovation in industry · doi:10.1007/978-981-19-4480-2_7 · Cited by 1
Abbas, R., Siddiqui, A., & Saleem, K. (2023) · Journal of Sustainable Business and Economics · doi:10.30564/jsbe.v6i4.5778 · Cited by 1
“The ro - bust phenomenon of intergroup bias has spurred many theorists to examine the means by which biases, especially those against other groups, can be reduced [15] .”
BackgroundMousa, S. (2024) · iRASD Journal of Management · doi:10.52131/jom.2023.0504.0121 · Cited by 1
“In contrast team diversity can also have negative impacts on the team performance (Homan, Gündemir, Buengeler, & van Kleef, 2020).”
Background
Metadata
- 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.
- Venue
- Journal of Applied Psychology
- Published
- 2020-10
- Volume
- 105
- Issue
- 10
- Pages
- 1101-1128
- ISSN
- 0021-9010 (ISSN-L)
- 1939-1854
- OpenAlex
- W3001510674
- Cited by
- 217
- References
- 224
- Citations by year
- 2026: 41 · 2025: 48 · 2024: 43 · 2023: 33 · 2022: 24 · 2021: 23 · 2020: 5
- FWCI
- 2.83
- Type
- journal article
- Language
- en
- Open access
- green
- handle.uba.uva.nl
- 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 › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Gender Studies › Gender Diversity and Inequality
- Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
- 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.
A language model drew the claims from the paper on 2026-10-11, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).
A second model labelled each claim on 2026-10-11 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).
Cited sources are checked with a language model’s help (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.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
