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).
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Claims the paper makes
82 Own interpretation · 48 No full text of the sources · 24 No basis given · 13 Not checked yet · 5 Sources not found · 5 Own result · 1 Supported so far · 1 Partly supported · 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)
plainconditional- Asserted: passes — The authors put it forward as true.
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- Based: passes — The paper gives a 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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: unclear — It is unclear whether it could be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
None 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
boostedcorrelational- Asserted: passes — The authors put it forward as true.
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- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a 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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“(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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“(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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: unclear — It is unclear whether it could be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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.
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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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.
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: unclear — It is unclear why the paper says it holds.
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
“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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: unclear — It is unclear why the paper says it holds.
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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: unclear — It is unclear why the paper says it holds.
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
“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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: unclear — It is unclear why the paper says it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: unclear — It is unclear whether it could be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: unclear — It is unclear why the paper says it holds.
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
“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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
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
“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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
boosted- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably 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.
Rated minor: it would not touch a result — a value no result rests on, a p-value that stays on the same side of the significance level, or a conflict that is clerical, resolved elsewhere in the paper, or outside its own findings.
In the paper
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Review of Research on the Interplay Between Diversity and Leadership
“The interaction between TFL and cognitive diversity was significant.”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Directive
“or have no impact on the effects of team diversity (Hassan, Bashir, Abrar, Baig, & Zubair, 2015;Kim, 2017;Zhang & Peterson, 2011).”
Rated minor: it would not touch a result — a value no result rests on, a p-value that stays on the same side of the significance level, or a conflict that is clerical, resolved elsewhere in the paper, or outside its own findings.
In the paper
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Leader Behaviors: Person-and Task-Focused Leadership
“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."”
§ Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams > Theoretical and Practical Implications
“teams may have experienced more subgroup categorization and intergroup bias, which made person-focused leadership a supplementary match to the team's needs.”
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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 ›
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