To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance
Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
Standard
To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance. / Schölmerich, Franziska; Schermuly, Carsten C.; Deller, Jürgen.
in: Human Performance, Jahrgang 30, Nr. 2-3, 07.09.2017, S. 99-115.Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
Harvard
APA
Vancouver
Bibtex
}
RIS
TY - JOUR
T1 - To believe or not to believe?
T2 - The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance
AU - Schölmerich, Franziska
AU - Schermuly, Carsten C.
AU - Deller, Jürgen
PY - 2017/9/7
Y1 - 2017/9/7
N2 - Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance.
AB - Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance.
KW - Business psychology
UR - http://www.scopus.com/inward/record.url?scp=85018335198&partnerID=8YFLogxK
U2 - 10.1080/08959285.2017.1313258
DO - 10.1080/08959285.2017.1313258
M3 - Journal articles
AN - SCOPUS:85018335198
VL - 30
SP - 99
EP - 115
JO - Human Performance
JF - Human Performance
SN - 0895-9285
IS - 2-3
ER -