Considering diversity: The positive effects of considerate leadership in diverse teams
Abstract
Three studies examined the role of leader consideration in diverse teams. Based on the categorization-elaboration model, we argue that leader consideration can address the negative group processes that result from categorization processes in diverse teams as well as influence the perceptions of the team’s diversity. Studies 1a and 1b focus on the leadership preferences of members of heterogeneous versus homogeneous teams. Results show that participants faced with the prospect of working in a diverse team had a higher preference for considerate leadership than participants expecting to work in a homogeneous team. In Study 2, we examined whether diverse teams indeed function better with a leader who scores higher on considerate leadership, and whether this can be explained by changes in the ways in which the leader and followers perceive the team’s diversity. An interaction between group diversity and consideration shows that highly considerate leaders improved team functioning for heterogeneous (but not homogeneous) teams, and that leader individuation, or the ability of the leader to see members as unique individuals, explained the positive effects of considerate leadership on the functioning of diverse teams.
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Academics and practitioners continue to face the challenge of understanding why certain types of leadership facilitate the performance of diverse teams in some cases and frustrate performance in others.
“As a result, academics and practitioners alike continue to face the challenge of understanding why certain types of leadership facilitate the performance of diverse teams in some cases and frustrate performance in others (Homan & Greer, 2013;Klein, Knight, Ziegert, Lim, & Saltz, 2011;Nishii & Mayer, 2009;Stewart & Johnson, 2009).”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Homan & Greer, 2013
LeaD can explain inconsistent findings from previous research in which the same leadership behaviors had different effects, as these inconsistencies potentially arise from differential needs present in teams.
“Using this matching approach, LeaD can explain inconsistent findings from previous research in which the same leadership behaviors had different effects (e.g., Homan & Greer, 2013;Klein et al., 2011), as these inconsistencies potentially arise from differential needs that were present in teams.”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Homan & Greer, 2013
Cites
Answers to 20 questions about interrater reliability and interrater agreement
LeBreton, J. M., & Senter, J. L. (2008) · Organizational Research Methods · doi:10.1177/1094428106296642 · Cited by 3,608 · cited 1× · see citing works
“We do note that while the ICC[1]s and rwg(j)s indicate sufficient to strong support for aggregation, the ICC[2] value of experienced leader consideration is modest (although in line with past research) due to small group sizes in our sample (LeBreton & Senter, 2008).”
Two decades of research and development in transformational leadership
Bass, B. M. (1999) · European Journal of Work and Organizational Psychology · doi:10.1080/135943299398410 · Cited by 3,254 · see citing works
Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance
Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999) · Administrative Science Quarterly · doi:10.2307/2667029 · Cited by 2,971 · see citing works
The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research.
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004) · Journal of Applied Psychology · doi:10.1037/0021-9010.89.1.36 · Cited by 1,265 · cited 3× · see citing works
“Although considerate leadership shows similarities to the individualized consideration subcomponent of transformational leadership (see e.g., Judge et al., 2004; Kearney & Gebert, 2009; Seltzer & Bass, 1990; Zohar & Tenne-Gazit, 2008) and LMX (Dansereau et al., 1975; Graen & Uhl-Bien, 1995), the…”
Shin, S. J., & Zhou, J. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.6.1709 · Cited by 845 · see citing works
Nishii, L. H., & Mayer, D. M. (2009) · Journal of Applied Psychology · doi:10.1037/a0017190 · Cited by 689 · see citing works
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Guillaume, Y. R. F., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017) · Journal of Organizational Behavior · doi:10.1002/job.2040 · Cited by 406 · see citing works
Leading diversity: Towards a theory of functional leadership in diverse teams.
Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A. (2020) · Journal of Applied Psychology · doi:10.1037/apl0000482 · Cited by 180 · see citing works
Self-citationChatman, J. A., Greer, L. L., Sherman, E., & Doerr, B. (2019) · Organization Science · doi:10.1287/orsc.2018.1268 · Cited by 32 · see citing works
Self-citation
- Authors
- Homan, A. C., & Greer, L. L.
- Affiliations
- University of Amsterdam (NL)
- Venue
- Group Processes & Intergroup Relations
- Publisher
- SAGE Publications
- Published
- 2013-01
- Volume
- 16
- Issue
- 1
- Pages
- 105-125
- ISSN
- 1368-4302 (ISSN-L)
- 1461-7188
- OpenAlex
- W2126364041
- Cited by
- 100
- References
- 6
- Citations by year
- 2026: 3 · 2025: 6 · 2024: 10 · 2023: 6 · 2022: 6 · 2021: 5 · 2020: 10 · 2019: 4 · 2018: 10 · 2017: 9 · 2016: 14 · 2015: 8 · 2014: 7 · 2013: 1 · 2012: 1
- FWCI
- 14.98
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Group Processes & Intergroup Relations (publishedVersion)
- UvA-DARE (University of Amsterdam) (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (publishedVersion)
- VU Research Portal (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- Data Archiving and Networked Services (DANS) (submittedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
- Social Sciences › Gender Studies › Gender Diversity and Inequality
- Keywords
- team diversity, heterogeneous teams, categorization-elaboration model, team functioning, leadership preferences, group process
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