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

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).”

What the sources say

• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source
• Supported

  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)

  cites Guillaume, Dawson, Otaye-Ebede, Woods, & West, 2017 source

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.”

In the paper

“However, a dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing.”

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.”

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).”

What the sources say

• ?Not checked — no full text of the sourcecites Homan & Greer, 2013 source
• ?Not checked — no full text of the sourcecites Klein, Knight, Ziegert, Lim, & Saltz, 2011 source
• ?Not checked — no full text of the sourcecites Nishii & Mayer, 2009 source

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).”

What the sources say

• ?Not matched

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

  cites Kearney & Gebert, 2009
• ?Not checked — no full text of the sourcecites Kim, 2017 source
• ?Not checked — no full text of the sourcecites Scheuer, 2017

In the paper

“Our comprehensive review of this literature reveals inconsistent findings pertaining to the interplay of leadership and team diversity.”

In the paper

“Based on the current empirical findings, it remains unclear why the same leadership behaviors result in differential outcomes of team diversity.”

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).”

What the sources say

• ?Not checked — no full text of the sourcecites Bowers, Pharmer, & Salas, 2000 source
• ?Not checked — no full text of the sourcecites Van Dijk, Van Engen, & Van Knippenberg, 2012 source
• ?Not checked — no full text of the sourcecites Webber & Donahue, 2001 source

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.”

In the paper

“Second, interestingly, even though existing research has conceptualized diversity leadership primarily in terms of one-size-fits-all solutions, our review shows that the same type of leadership can have divergent effects on team outcomes.”

In the paper

“Notably, most empirical work tends to focus on leaders' role in the relationship between team diversity and subsequent team processes (i.e., first-stage moderation) rather than in the relationship between the processes instigated by diversity and team outcomes (i.e., second-stage moderation).”

In the paper

“Altogether, our review corroborates metaanalytical findings (Van Dijk et al., 2012) that team diversity often has no consistent direct effects on team processes and outcomes.”

What the sources say

• ?Not checked — no full text of the sourcecites Van Dijk et al., 2012 source

In the paper

“Third, past work mostly examined leadership styles and behaviors and leadership abilities in isolation, preventing insights into potential synergistic benefits of considering them in conjunction.”

In the paper

“We performed a literature search using Web of Science, Ovid, and Google Scholar (using the key words”

In the paper

“empirical research on reactive leadership of team diversity is still scarce.”

In the paper

“Thus, subgroup categorization and concomitant intergroup bias can impair team performance (Pelled, Eisenhardt, & Xin, 1999;Van Knippenberg et al., 2004).”

What the sources say

• ?Not checked — no full text of the sourcecites Pelled, Eisenhardt, & Xin, 1999 source
• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source

In the paper

“We will argue that, depending on the nature of those needs, leaders can proactively or reactively provide complementary or supplementary matching leadership behaviors.”

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.”

What the sources say

• ?Not checked — no full text of the sourcecites Milliken & Martins, 1996 source
• ?Not checked — no full text of the sourcecites Van Knippenberg, De Dreu, & Homan, 2004 source
• ?Not matched

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

  cites Williams & O'Reilly, 1998

In the paper

“The negative effects of diversity arise from subgroup categorization and intergroup bias.”

In the paper

“First, we propose that team diversity can create highly different situations for leaders to operate in, depending on the predominant processes instigated by team diversity (i.e., subgroup categorization and concomitant intergroup bias or information elaboration).”

In the paper

“Second, to be able to address these processes, leaders must possess diversity-related competencies (i.e., cognitive understanding, social perceptiveness, and behavioral flexibility), which help them to predict and/or diagnose the team's needs and perform functional leadership behaviors (i.e., diversity-related actions; cf.Hooijberg, Hunt, & Dodge, 1997).”

What the sources say

• ?Not checked — no full text of the sourcecites Hooijberg, Hunt, & Dodge, 1997 source

In the paper

“New empirical research is unlikely to successfully tackle this challenge in the absence of a guiding theoretical framework.”

In the paper

“Additionally, as diversity has greater potential to benefit performance on complex and interdependent rather than simple and independent tasks (Bowers et al., 2000;Chatman, Greer, Sherman, & Doerr, 2019;Jehn, Northcraft, & Neale, 1999;Van der Vegt & Janssen, 2003;Wegge, Roth, Neubach, Schmidt, & Kanfer, 2008), our analysis focuses on interdependent teams working on more complex tasks (e.g.,”

What the sources say

• ?Not checked — no full text of the sourcecites Bowers et al., 2000 source
• ?Not checked — no full text of the sourcecites Chatman, Greer, Sherman, & Doerr, 2019 source
• ?Not checked — no full text of the sourcecites Jehn, Northcraft, & Neale, 1999 source

In the paper

“When diversity triggers subgroup categorization, teams are divided into subgroups-creating ingroups (i.e., subgroups one is part of) and outgroups (i.e., subgroups one is not part of)-based on the (perceived) differences between the team members (Tajfel & Turner, 1986).”

What the sources say

• ?Not matched

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

  cites Tajfel & Turner, 1986

In the paper

“Information elaboration is related to positive outcomes of diverse teams, such as increased creativity and enhanced decision-making quality (Homan et al., 2007a;Kearney & Gebert, 2009;Mesmer-Magnus & DeChurch, 2009).”

What the sources say

• ?Not matched

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

  cites Homan et al., 2007a
• ?Not matched

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

  cites Kearney & Gebert, 2009
• ?Not checked — no full text of the sourcecites Mesmer-Magnus & DeChurch, 2009 source

In the paper

“According to the Categorization-Elaboration Model (CEM; Van Knippenberg et al., 2004), the effects of diversity on team performance can be understood by considering the favorable and unfavorable processes that diversity may instigate (Joshi & Roh, 2009;Van Knippenberg et al., 2004;Williams & O'Reilly, 1998).”

What the sources say

• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source
• ?Not checked — no full text of the sourcecites Joshi & Roh, 2009 source
• ?Not matched

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

  cites Williams & O'Reilly, 1998

In the paper

“Given their heterogeneous makeup, diverse teams often have more different perspectives, information, and ideas available than do homogeneous teams (Cox, Lobel, & McLeod, 1991).”

What the sources say

• ?Not checked — no full text of the sourcecites Cox, Lobel, & McLeod, 1991 source

In the paper

“These subgroups, in turn, are prone to experience intergroup bias.”

In the paper

“In summary, two distinct processes-intergroup bias and information elaboration-resulting from differences between team members can explain the differential effects of diversity on team performance.”

In the paper

“As a result, diverse teams can potentially outperform homogeneous ones to the extent that they engage in information elaboration (Van Knippenberg et al., 2004).”

What the sources say

• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source

In the paper

“The positive effects of diversity can be explained by the availability of a richer pool of information.”

In the paper

“In line with the first conclusion of our review, the central tenet of LeaD is that emerging or existing diversity-related team processes and leadership behaviors interact to determine team performance.”

In the paper

“One stream of research has shown that diverse teams are less likely to experience intergroup bias when social categories are less salient (Homan et al., 2007a(Homan et al., , 2008;;Nishii, 2013;Van Knippenberg et al., 2004).”

What the sources say

• ?Not matched

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

  cites Homan et al., 2007a
• ?Not checked — no full text of the sourcecites Nishii, 2013 source
• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source

In the paper

“Additionally, building on the third conclusion that we draw from the review, we propose that leaders' ability to exhibit effective leadership behaviors depends on their diversity-related competencies (i.e., cognitive understanding, social perceptiveness, and behavioral flexibility, which we discuss in detail below).”

In the paper

“As such, leadership behaviors' effectiveness should differ substantially between these situations.”

In the paper

“Conversely, if information elaboration is prominent, intergroup bias is likely to be less pronounced.”

In the paper

“To determine which type of leadership is effective for addressing these main processes, we draw on functional leadership perspectives (Hackman & Walton, 1986;McGrath, 1962), which hold that effective leadership is a function of the interaction between the leader and the situation in which the leader operates (see also Osborn, Hunt, & Jauch, 2002).”

What the sources say

• ?Not checked — no full text of the sourcecites Hackman & Walton, 1986
• ?Not matched

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

  cites McGrath, 1962

In the paper

“We propose that a distinction between person-and task-focused leadership is useful for answering this question as it allows for a theoretically meaningful mapping of leadership behaviors onto diversity-related processes in teams.”

In the paper

“An extensive meta-analytic review of the literature revealed a weak (often nonsignificant) positive relationship (ϳr ϭ .17) between taskfocused and person-focused leadership (Judge et al., 2004).”

What the sources say

• ?Not checked — no full text of the sourcecites Judge et al., 2004 source

In the paper

“If diverse teams experience intergroup bias, information elaboration is less likely to occur.”

In the paper

“More specifically, and in line with the second conclusion of our review, we argue that teams experiencing intergroup bias have different leadership needs than teams engaging in information elaboration.”

In the paper

“Another stream of research has shown that teams are more likely to engage in thorough information elaboration when team members are more open to different information (Homan et al., 2008;Kearney, Gebert, & Voelpel, 2009;Schippers, Den Hartog, Koopman, & Wienk, 2003).”

What the sources say

• ?Not checked — no full text of the sourcecites Homan et al., 2008 source
• ?Not checked — no full text of the sourcecites Kearney, Gebert, & Voelpel, 2009 source
• ?Not checked — no full text of the sourcecites Schippers, Den Hartog, Koopman, & Wienk, 2003 source

In the paper

“This is because the distinction between person-focused and task-focused leadership behaviors shows conceptual overlap with the distinction between the two processes (i.e., intergroup bias and information elaboration) that diversity can trigger.”

In the paper

“In such cases, reactive diversity leadership is required.”

In the paper

“Team processes and related needs are dynamic and can change because of contextual variations (Mathieu, Tannenbaum, Donsbach, & Alliger, 2014).”

What the sources say

• ?Not checked — no full text of the sourcecites Mathieu, Tannenbaum, Donsbach, & Alliger, 2014 source

In the paper

“For instance, the history of the team may provide leaders with information about which process is likely to be dominant in the future (Feldman, 1984;Kelly & Barsade, 2001).”

What the sources say

• ?Not checked — no full text of the sourcecites Feldman, 1984 source
• ?Not checked — no full text of the sourcecites Kelly & Barsade, 2001 source

In the paper

“We propose that leaders can proactively or reactively adjust their use of person-or task-focused leadership depending on what their teams need (also see McClean et al., 2019).”

What the sources say

• ?Not checked — no full text of the sourcecites McClean et al., 2019 source

In the paper

“In addition to observing these nonverbal processes, leaders could detect less friendly communication, discomfort, and heated emotional arguments in teams that experience intergroup bias (Dovidio et al., 2002;Homan, Van Kleef, & Sanchez-Burks, 2016;King & Ahmad, 2010;Thatcher, Jehn, & Zanutto, 2003;Zellmer-Bruhn, Maloney, Bhappu, & Salvador, 2008).”

What the sources say

• ?Not checked — no full text of the sourcecites Dovidio et al., 2002 source
• ?Not checked — no full text of the sourcecites Homan, Van Kleef, & Sanchez-Burks, 2016 source
• ?Not checked — no full text of the sourcecites King & Ahmad, 2010 source

In the paper

“Behavioral flexibility can be acquired through multicultural experiences, which expose individuals to a variety of work-related situations, informing them about how people in different (cultural) contexts collaborate and communicate with each other.”

What the sources say

• ?Not checked — no full text of the sourcecites Gutierrez & Sameroff, 1990 source
• ?Not checked — no full text of the sourcecites Leung et al., 2008 source
• ?Not checked — no full text of the sourcecites Rockstuhl, Seiler, Ang, Van Dyne, & Annen, 2011 source

In the paper

“To do so, we propose that leaders require three diversity-related competencies: cognitive understanding, social perceptiveness, and behavioral flexibility (Hooijberg et al., 1997;Zaccaro, Gilbert, Thor, & Mumford, 1991).”

What the sources say

• ?Not checked — no full text of the sourcecites Hooijberg et al., 1997 source
• ?Not checked — no full text of the sourcecites Zaccaro, Gilbert, Thor, & Mumford, 1991 source

In the paper

“Social perceptiveness is shaped by previous experiences such as multicultural encounters (Leung, Maddux, Galinsky, & Chiu, 2008;Tadmor, Hong, Chao, Wiruchnipawan, & Wang, 2012) that help individuals to better interpret and read social processes present in teams (Swenson & Casmir, 1998).”

What the sources say

• ?Not checked — no full text of the sourcecites Leung, Maddux, Galinsky, & Chiu, 2008 source
• ?Not checked — no full text of the sourcecites Tadmor, Hong, Chao, Wiruchnipawan, & Wang, 2012 source
• ?Not checked — no full text of the sourcecites Swenson & Casmir, 1998 source

In the paper

“We propose that a leader's ability to successfully diagnose the predominant diversity-related process in a team hinges on the leader's social perceptiveness-the awareness and interpretation of social information regarding teams' needs (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000;Zaccaro et al., 1991).”

What the sources say

• ?Not checked — no full text of the sourcecites Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000 source
• ?Not matched

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

  cites Zaccaro et al., 1991

In the paper

“Such metacognition, which can be cultivated by organizational diversity practices (Nishii et al., 2018), shapes responsiveness to cues that help predict the process that is likely to become dominant in the diverse team (Adair, Hideg, & Spence, 2013;Johnson, Lenartowicz, & Apud, 2006).”

What the sources say

• ?Not checked — no full text of the sourcecites Nishii et al., 2018 source
• ?Not checked — no full text of the sourcecites Adair, Hideg, & Spence, 2013 source
• ?Not checked — no full text of the sourcecites Johnson, Lenartowicz, & Apud, 2006 source

In the paper

“Likewise, organizational diversity climates that ignore or deemphasize diversity (e.g., colorblindness; discrimination-and-fairness perspectives) are more likely to set up for subgroup categorization than climates that acknowledge and celebrate diversity (e.g., allinclusive multiculturalism, learning-and-effectiveness perspectives; Ely & Thomas, 2001;Nishii, 2013;Nishii et al., 2018;Plaut, Garnett”

What the sources say

• ?Not checked — no full text of the sourcecites Ely & Thomas, 2001 source
• ?Not checked — no full text of the sourcecites Nishii, 2013 source
• ?Not checked — no full text of the sourcecites Nishii et al., 2018 source

In the paper

“Behavioral flexibility will aid leaders to effectively match their leadership behaviors to needs arising from the future or current dominant process instigated by the team's diversity.”

In the paper

“We argue that cognitive understanding of the possible effects of team diversity in teams helps leaders to recognize the cues in the team and environment needed to predict whether the diverse team is more likely to show intergroup bias or information elaboration (Hooijberg et al., 1997;Mumford, Watts, & Partlow, 2015).”

What the sources say

• ?Not checked — no full text of the sourcecites Hooijberg et al., 1997 source
• ?Not checked — no full text of the sourcecites Mumford, Watts, & Partlow, 2015 source

In the paper

“Proposition 2: Leaders who have higher levels of social perceptiveness will be better able to diagnose their team's current dominant diversity-related process.”

In the paper

“but this potential can only be realized when leaders are able to effectively and strategically shift between these behaviors depending on the future or current needs of the team (McClean et al., 2019;Zaccaro, Foti, & Kenny, 1991).”

What the sources say

• ?Not checked — no full text of the sourcecites McClean et al., 2019 source
• ?Not checked — no full text of the sourcecites Zaccaro, Foti, & Kenny, 1991 source

In the paper

“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).”

What the sources say

• ?Not checked — no full text of the sourcecites Devine, 1989 source
• ?Not checked — no full text of the sourcecites Dovidio, Kawakami, & Gaertner, 2002 source
• ?Not checked — no full text of the sourcecites Fiske, 1998

In the paper

“Finally, teams characterized by information elaboration may need fewer rounds of performance and process feedback to instigate learning (Sniezek, May, & Sawyer, 1990), which leaders could observe.”

What the sources say

• ?Not checked — no full text of the sourcecites Sniezek, May, & Sawyer, 1990 source

In the paper

“However, LeaD proposes that effective leaders can diagnose intergroup bias and information elaboration when these occur.”

In the paper

“With regard to diagnosing information elaboration, research has shown that teams that elaborate on information focus attention on the task at hand rather than on the self (Hinsz et al., 1997).”

What the sources say

• ?Not checked — no full text of the sourcecites Hinsz et al., 1997 source

In the paper

“For instance, leaders with ample multicultural experience-extensive contact with and exposure to foreign cultures (Cheng & Leung, 2013)-are likely to have a greater cognitive understanding of the effects of team diversity, because encountering a foreign environment helps acquire new perspectives on different situations and cultures (Gutierrez & Sameroff, 1990) and anticipate others' interests and”

What the sources say

• ?Not checked — no full text of the sourcecites Cheng & Leung, 2013 source
• ?Not checked — no full text of the sourcecites Gutierrez & Sameroff, 1990 source

In the paper

“Consequently, leaders who have both types of behavior in their repertoire have the potential to be more effective than leaders who master only one (or none) of these behaviors (Blake & Mouton, 1964), but this potential can only be realized when leaders are able to effectively and strategically shift between these behaviors depending on the future or current needs of the team (McClean et al., 2019;”

What the sources say

• ?Not matched

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

  cites Blake & Mouton, 1964

In the paper

“Proposition 1: Leaders who have a better cognitive understanding of how diversity may influence teams will be better able to predict their team's future dominant diversity-related process.”

In the paper

“Additionally, social perceptiveness is linked to more stable traits and social abilities (Mumford et al., 2000).”

What the sources say

• ?Not checked — no full text of the sourcecites Mumford et al., 2000 source

In the paper

“Instead of focusing on either leader behaviors or characteristics, LeaD proposes that these interact such that certain leader characteristics develop or stimulate diversity-related competencies in leaders that in turn make effective proactive and reactive matching of leadership behaviors to the diverse team's needs possible.”

In the paper

“Proposition 6a: In case of anticipated events, leaders' ability to predict their team's dominant diversity-related process as a result of these events stimulates the proactive shifting of their leadership behaviors.”

In the paper

“Proposition 4: Diverse teams that are characterized by greater intergroup bias will perform better to the degree that the leader exhibits relatively more person-focused leadership behaviors (and relatively fewer task-focused leadership behaviors).”

In the paper

“Proposition 5: Diverse teams that are characterized by greater information elaboration will perform better to the degree that the leader exhibits relatively more task-focused leadership behaviors (and relatively fewer person-focused leadership behaviors).”

In the paper

“Finally, person-focused leaders can address intergroup bias by decreasing identity threat.”

In the paper

“We propose that person-focused leaders are well equipped to avoid and counteract these negative relational processes.”

In the paper

“Similarly, openness to experience is linked to behavioral flexibility (Blickle, 1996;Driskell, Goodwin, Salas, & O'Shea, 2006), because openness is associated with receptivity to change, trying out new things, and being adaptable to changing situations (LePine, Colquitt, & Erez, 2000).”

What the sources say

• ?Not matched

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

  cites Blickle, 1996
• ?Not checked — no full text of the sourcecites Driskell, Goodwin, Salas, & O'Shea, 2006 source
• ?Not checked — no full text of the sourcecites LePine, Colquitt, & Erez, 2000 source

In the paper

“Diverse teams that experience intergroup bias are likely to be characterized by conflicts, distrust, disliking, and low cohesion (Van Knippenberg & Schippers, 2007).”

What the sources say

• ?Not checked — no full text of the sourcecites Van Knippenberg & Schippers, 2007 source

In the paper

“That is, when a leader has effectively alleviated intergroup bias within a team, he or she should then reduce the emphasis on person-focused leadership (as continuing to focus on relationships would create a mismatch between the leader's behavior and existing diversity-related team processes) and increase the emphasis on task-focused leadership.”

In the paper

“Another characteristic that heightens leaders' behavioral flexibility is their interpersonal flexibility, a personality trait that captures the ability to alter behavior in different social situations and to flexibly use a variety of behaviors in different situations”

What the sources say

• ?Not checked — no full text of the sourcecites Paulhus & Martin, 1988 source
• ?Not checked — no full text of the sourcecites Tracey, 2005 source

In the paper

“All types of diversity can potentially instigate both processes (Van Knippenberg et al., 2004)”

What the sources say

• ?Not checked — no full text of the sourcecites Van Knippenberg et al., 2004 source

In the paper

“However, LeaD can illuminate why the same leadership behavior has positive effects in one study but negative effects in the other.”

In the paper

“As such, effective matching will stimulate both proactively and reactively changing leadership behaviors over time to keep matching the dominant process instigated by the team's diversity.”

In the paper

“In this respect, we argue that for the leader's behavior to be effective and have impact, they should provide to the team what the team is missing in terms of relational bonding by providing complementary leadership behaviors”

In the paper

“We argue that leaders promote team performance to the degree that their behaviors match the team's needs.”

In the paper

“We propose that these negative intragroup processes need to be managed by the leader, before the team can effectively start working on the task at hand”

In the paper

“In summary, we propose that intergroup bias requires complementary matching using person-focused leadership behaviors (rather than task-focused leadership behaviors).”

In the paper

“Proposition 6b: In case of unanticipated events, leaders' ability to diagnose their team's dominant diversity-related process as a result of these events stimulates the reactive shifting of their leadership behaviors.”

In the paper

“Additionally, leaders who possess higher trait-level openness to experience or behavioral flexibility are more likely to have these competencies.”

In the paper

“A second process by which person-focused leaders can limit intergroup bias is by de-categorization (i.e., individuation) of team members.”

In the paper

“We acknowledge that team processes are dynamic (Mathieu et al., 2014)”

What the sources say

• ?Not checked — no full text of the sourcecites Mathieu et al., 2014 source

In the paper

“Proposition 3: Leaders who have higher levels of behavioral flexibility will be better able to functionally match their leadership behaviors to their team's future or current dominant diversity-related process.”

In the paper

“To do so, leaders require cognitive understanding, social perceptiveness, and behavioral flexibility.”

In the paper

“Finally, we argue that effective matching by the leader may also require behavioral changes over time.”

In the paper

“We suggest that effective leadership of team diversity may over time result in more favorable attitudes toward diversity at the organizational or industry level (Roberson, 2006)”

What the sources say

• ?Not checked — no full text of the sourcecites Roberson, 2006 source

In the paper

“Therefore, we propose that information elaboration requires supplementary matching using taskfocused leadership behaviors (rather than person-focused leadership).”

In the paper

“That is, when leaders attend to individuals' well-being, listen to personal problems, solve frictions, increase trust and coherence, and engage in conflict management, this will help prevent or address intergroup bias by bringing together the members from different subgroups.”

In the paper

“We argue that task-focused leaders will provide such supplementary matching, by clarifying task structures and goals, providing feedback, and increasing accountability.”

In the paper

“Conversely, we argue that task-focused behaviors will be less effective for managing intergroup bias for two reasons.”

In the paper

“Conversely, we propose that person-focused leaders will be less effective in diverse teams engaged in information elaboration for two reasons.”

In the paper

“actively increasing diversity might be more effective in organizations characterized by information elaboration rather than intergroup bias.”

In the paper

“and may increase exclusion rather than inclusion (Gebert, Buengeler, & Heinitz, 2017).”

What the sources say

• ?Not checked — no full text of the sourcecites Gebert, Buengeler, & Heinitz, 2017 source

In the paper

“because effective team diversity leadership can develop more inclusive cultures in which all individuals feel accepted and appreciated.”

In the paper

“This could promote prodiversity attitudes, which in turn feed into better team performance (Homan et al., 2007a).”

What the sources say

• ?Not matched

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

  cites Homan et al., 2007a

In the paper

“these effective leadership behaviors might”

In the paper

“for leaders to functionally adapt their behaviors to the needs of the team, leaders require certain competencies, namely predicting, diagnosing, and functional matching.”

In the paper

“we discussed a number of illustrative constructs (i.e., multicultural experience, cultural intelligence, emotional intelligence, interpersonal flexibility, and openness to experience), which range from more stable traits to characteristics that can be trained or developed over time (Schutte et al., 2013;Zaccaro et al., 1991).”

What the sources say

• ?Not matched

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

  cites Schutte et al., 2013
• ?Not matched

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

  cites Zaccaro et al., 1991