Diversity - Team diversity
Trust and knowledge sharing in diverse global virtual teams
Ever tried to connect with your global colleagues and been frustrated by time differences? Or had a message that got lost in translation? Or felt unsure as to how best share information? As organisations move to globalised models and begin to create virtual teams located across the world, who may never meet face to face, teams must become adept at building trust in order to ensure optimal effectiveness.
American academic research, October 2013
Do considerate leaders hold the key to success in diverse teams?
We know that diversity affects a variety of team outcomes and the spotlight is often turned on leaders as the key enabler of team success. What do ‘good’ leaders do differently to get the most from diverse teams? A recent Dutch study suggests that benefits lie in ‘considerate leadership’.
Dutch research, April 2013
Dynamic cross-cultural competencies and global leadership effectiveness
Are cross-cultural competencies created or shaped? And, to what extent are an individual’s personality traits and cross-cultural experiences a better predictor of global leadership effectiveness?
This study is one of the first to demonstrate how cross-cultural experiences can influence dynamic global leadership competencies and global leadership effectiveness.
US research, April 2012
When do differences make a difference? Unpacking the relationship between team diversity and creativity
We’ve heard about leveraging the benefits of the ‘wisdom of the crowd’ and diverse perspectives for achieving positive outcomes, such as enhanced performance and creativity. But do these differences really make a difference when it comes to creativity? Recent research provides us with some additional insight into this question and explores the circumstances under which diversity may be associated with more creative outcomes, including the critical role played by leaders.
US/China research, April 2012
When team members' values differ: The moderating role of team leadership
This article focuses on diversity in team members' values (work ethic and traditionalism) which may create team conflict and undermine team effectiveness. What can leaders do to effectively resolve these issues? This study looks at the impact of task and person oriented leadership styles.
US research, October 2011
Wilful blindness: Why we ignore the obvious at our peril
How could the Enron collapse, BP disasters and Madoff fraud have been avoided? Heffernan suggests that individual biases narrow our field of vision - and when aggregated pose an organisational risk. She also suggests that diversity of thought is an effective risk mitigation strategy.
American/UK book, April 2011
Recognising the benefits of diversity: When and how does diversity increase group performance?
When and how does diversity lead to positive group performance? Researchers from Northeastern Illinois University, USA and Goethe University Frankfurt, Germany propose a model to help manage these issues highlighting psychological safety and collective team identification.
Global research, April 2011
Diversity, conflict and performance in Transnational Innovation Teams
Global companies often establish Transnational Innovation Teams to help develop new products or open new markets. Diversity team membership can create conflict or increased performance. A leader's understanding about managing cultural identity is critical to success.
German research, April 2011
The role of context in work team diversity research: A meta-analytic review
This research highlights the complexity of team diversity and the critical role played by the context in which the team operates. It outlines some of the implications for practitioners in managing team diversity.
American research, August 2009
The effects of team diversity on team outcomes: A meta-analytic review of team demography
This meta-analysis reviews twenty years of academic research on team diversity and team performance. The findings across the literature are mixed, but support was found for the positive relationship between task-related diversity and team performance.
American research, September 2008
Innovative potential: Men and women in teams
Based on an examination of 100 teams of knowledge workers in 21 companies (working across 17 countries) this research argues that gender diversity (and in particular a 50:50 ratio of men:women) provides optimal conditions for team performance/innovation.
UK report, September 2008