Skip to main content
SpringerLink
Log in

Diversity in Teams: Was macht diverse Teams erfolgreich?

  • Chapter
  • First Online:
Handbuch Diversity Kompetenz

Part of the book series: Springer Reference Psychologie ((SRP))

Zusammenfassung

Teams in Organisationen sind zunehmend divers zusammengesetzt. Mit Diversity sind neben Unterschieden bezüglich demografischer Merkmale beispielsweise auch Differenzen in unmittelbar aufgabenbezogenen Merkmalen sowie in Werten, Einstellungen und Eigenschaften gemeint, welche oftmals nicht sofort ersichtlich sind. Die weiterhin zu erwartende Zunahme von Diversity in Organisationen, die Möglichkeit positiver sowie negativer Effekte von Diversity auf den Teamerfolg und die damit verbundene Notwendigkeit eines aktiven Diversity Managements erklären das sowohl auf Praktiker- als auch auf Forschungsseite große Interesse an Diversity. In diesem Kapitel zeigen wir mittels der Literatur im Bereich der organisationspsychologischen und Managementforschung auf, welche Konsequenzen Diversity in Teams haben kann. Als Strategien zum effektiven Management von Diversity heben wir die Bedeutung von drei Arten von Einflussfaktoren für den Erfolg diverser Teams hervor, nämlich Einstellungen, Denkweisen und Wahrnehmungen in Bezug auf Diversity, Diversity Training sowie Führung, indem wir diese mittels empirischer Befunde beleuchten. Da diese Erfolgsfaktoren grundsätzlich beeinflussbar sind, können sie einen wichtigen Beitrag zum effektiven Diversity Management in Organisationen leisten.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 189.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 199.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Literatur

  • Anand, R., & Winters, M. (2008). A retrospective view of corporate diversity training from 1964 to the present. Academy of Management Learning and Education, 7(3), 356–372.

    Article  Google Scholar 

  • Bezrukova, K., Jehn, K. A., & Spell, C. S. (2012). Reviewing diversity training: Where we have been and where we should go. Academy of Management Learning and Education, 11(2), 207–227.

    Article  Google Scholar 

  • Brewer, M. B. (1991). The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475–482. doi:10.1177/0146167291175001.

    Article  Google Scholar 

  • Buengeler, C. (2013). Unlocking the potential of teams: An integrated approach to leadership and team diversity. Unpublished dissertation. Amsterdam: Vrije Universiteit.

    Google Scholar 

  • Buengeler, C., & Den Hartog, D. N. (2015). National diversity and team performance: The moderating role of interactional justice climate. International Journal of Human Resource Management, 26(6), 831–855. doi:10.1080/09585192.2014.991345.

    Article  Google Scholar 

  • Buengeler, C., Kearney, E., & Voelpel, S. C. (2014, August). Combining transformational with directive leadership: The influence of team composition moderators. Presented at the Annual Convention of the American Psychological Association. Washington, DC.

    Google Scholar 

  • Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17(3), 288–307. doi:10.1016/j.leaqua.2006.02.007.

    Article  Google Scholar 

  • Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290.

    Article  Google Scholar 

  • Earley, P. C., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26–49. doi:10.2307/1556384.

    Article  Google Scholar 

  • Ekehammar, B., & Akrami, N. (2003). The relation between personality and prejudice: A variable-and a person-centred approach. European Journal of Personality, 17(6), 449–464.

    Article  Google Scholar 

  • Ely, R. J. (2004). A field study of group diversity, participation in diversity education programs, and performance. Journal of Organizational Behavior, 25(6), 755–780.

    Article  Google Scholar 

  • Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2), 229–273. doi:10.2307/2667087.

    Article  Google Scholar 

  • Fishbein, M., & Ajzen, I. (1975). Belief, attitude, intention and behavior: An introduction to theory and research. Reading: Addison-Wesley.

    Google Scholar 

  • Gebert, D., & Kearney, E. (2011). Ambidextre Führung. Zeitschrift für Arbeits- und Organisationspsychologie A&O, 55(2), 74–87.

    Article  Google Scholar 

  • Gebert, D., Boerner, S., & Kearney, E. (2010). Fostering team innovation: Why is it important to combine opposing action strategies? Organization Science, 21(3), 593–608.

    Article  Google Scholar 

  • Gratton, L., Voigt, A., & Erickson, T. (2007). Bridging faultlines in diverse teams. MIT Sloan Management Review, 48(4), 21–29.

    Google Scholar 

  • Greer, L. L., Homan, A. C., De Hoogh, A. H. B., & Den Hartog, D. N. (2012). Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams. Journal of Applied Psychology, 97(1), 203–213. doi:10.1037/a0025583.

    Article  PubMed  Google Scholar 

  • Guillaume, Y. R., Dawson, J. F., Woods, S. A., Sacramento, C. A., & West, M. A. (2013). Getting diversity at work to work: What we know and what we still don’t know. Journal of Occupational and Organizational Psychology, 86(2), 123–141.

    Article  Google Scholar 

  • Harrison, D. A., & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199–1228. doi:10.5465/AMR.2007.26586096.

    Article  Google Scholar 

  • Harrison, D. A., Price, K. H., Gavin, J. H., & Florey, A. T. (2002). Time, teams, and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management Journal, 45(5), 1029–1045. doi:10.2307/3069328.

    Article  Google Scholar 

  • Hmieleski, K. M., & Ensley, M. D. (2007). A contextual examination of new venture performance: Entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 28(7), 865–889.

    Article  Google Scholar 

  • Homan, A. C., van Knippenberg, D., van Kleef, G. A., & De Dreu, C. K. W. (2007). Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92(5), 1189–1199. doi:10.1037/0021-9010.92.5.1189.

    Article  PubMed  Google Scholar 

  • Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., van Knippenberg, D., Ilgen, D. R., & van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal, 51(6), 1204–1222.

    Article  Google Scholar 

  • Homan, A. C., Greer, L. L., Jehn, K. A., & Koning, L. (2010). Believing shapes seeing: The impact of diversity beliefs on the construal of group composition. Group Processes and Intergroup Relations, 13(4), 477–493.

    Article  Google Scholar 

  • Homan, A. C., & Greer, L. L. (2013). Considering diversity: The positive effects of considerate leadership in diverse teams, Group Processes & Intergroup Relations, 16(1), 105–125.

    Google Scholar 

  • Homan, A. C., Buengeler, C., Eckhoff, R. A., van Ginkel, W. P., & Voelpel, S. C. (2015). The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams. Journal of Applied Psychology. doi:10.1037/apl0000013.

    PubMed  Google Scholar 

  • Jackson, S. E. (1992). Team composition in organizational settings: Issues in managing an increasingly diverse work force. In S. Worchel, W. Wood & J. Simpson (Hrsg.), Group process and productivity (S. 138–173). Newbury Park: Sage.

    Google Scholar 

  • Jackson, S. E., & Joshi, A. (2011). Work team diversity. In S. Zedeck (Hrsg.), APA handbook of industrial and organizational psychology (Building the organization, Bd. 1, S. 651–686). Washington, DC: American Psychological Association.

    Google Scholar 

  • Janz, K., Buengeler, C., Eckhoff, R. A., Homan, A. C., & Voelpel, S. C. (2012). Leveraging age diversity in times of demographic change: The crucial role of leadership. In C. Scott & M. Byrd (Hrsg.), Handbook of research on workforce diversity in a global society: Technologies and concepts: Technologies and concepts (S. 163–184). Hershey: Business Science Reference.

    Chapter  Google Scholar 

  • Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. doi:10.1037/0021-9010.89.5.755.

    Article  PubMed  Google Scholar 

  • Kalinoski, Z. T., Steele-Johnson, D., Peyton, E. J., Leas, K. A., Steinke, J., & Bowling, N. A. (2013). A meta-analytic evaluation of diversity training outcomes. Journal of Organizational Behavior, 34(8), 1076–1104.

    Article  Google Scholar 

  • Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: The promise of transformational leadership. Journal of Applied Psychology, 94(1), 77–89. doi:10.1037/a0013077.

    Article  PubMed  Google Scholar 

  • Klein, K. J., Knight, A. P., Ziegert, J. C., Lim, B. C., & Saltz, J. L. (2011). When team members’ values differ: The moderating role of team leadership. Organizational Behavior and Human Decision Processes, 114(1), 25–36.

    Article  Google Scholar 

  • Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen & R. J. Klimoski (Hrsg.), Handbook of psychology: Industrial and organizational psychology (S. 333–375). London: Wiley. doi:10.1002/0471264385.wei1214.

    Google Scholar 

  • Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77–124.

    PubMed  Google Scholar 

  • Kulik, C. T., & Roberson, L. (2008). Common goals and golden opportunities: Evaluations of diversity education in academic and organizational settings. Academy of Management Learning and Education, 7(3), 309–331.

    Article  Google Scholar 

  • Kunze, F., & Bruch, H. (2010). Age-based faultlines and perceived productive energy: The moderation of transformational leadership. Small Group Research, 41(5), 593–620.

    Article  Google Scholar 

  • Levine, J. M., & Moreland, R. L. (1990). Progress in small group research. Annual Review of Psychology, 41(1), 585.

    Article  Google Scholar 

  • Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. (2006). Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723–746. doi:10.1002/job.409.

    Article  Google Scholar 

  • Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. The Academy of Management Review, 21(2), 402–433. doi:10.2307/258667.

    Google Scholar 

  • Naff, K. C., & Kellough, J. E. (2003). Ensuring employment equity: Are federal diversity programs making a difference? International Journal of Public Administration, 26(12), 1307–1336.

    Article  Google Scholar 

  • Nakui, T., Paulus, P. B., & van der Zee, K. I. (2011). The role of attitudes in reactions toward diversity in workgroups. Journal of Applied Social Psychology, 41(10), 2327–2351.

    Article  Google Scholar 

  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. doi:10.1002/job.413.

    Article  Google Scholar 

  • Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754–1774. doi:10.5465/amj.2009.0823.

    Article  Google Scholar 

  • Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412–1426. doi:10.1037/a0017190.

    Article  PubMed  Google Scholar 

  • Pendry, L. F., Driscoll, D. M., & Field, S. C. T. (2007). Diversity training: Putting theory into practice. Journal of Occupational and Organizational Psychology, 80(1), 27–50.

    Article  Google Scholar 

  • Polzer, J. T., Milton, L. P., & Swann, W. B., Jr. (2002). Capitalizing on diversity: Interpersonal congruence in small work groups. Administrative Science Quarterly, 47(2), 296–324. doi:10.2307/3094807.

    Article  Google Scholar 

  • Rynes, S., & Rosen, B. (1995). A field survey of factors affecting the adoption and perceived success of diversity training. Personnel Psychology, 48(2), 247–270.

    Article  Google Scholar 

  • Shin, S. J., & Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92(6), 1709–1721.

    Article  PubMed  Google Scholar 

  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289. doi:10.1177/0149206310385943.

    Article  Google Scholar 

  • Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32(1), 132–157.

    Google Scholar 

  • Stewart, M. M., & Johnson, O. E. (2009). Leader-member exchange as a moderator of the relationship between work group diversity and team performance. Group and Organization Management, 34(5), 507–535.

    Article  Google Scholar 

  • Süß, S., & Kleiner, M. (2006). Diversity-management in Deutschland: Mehr als eine mode? Die Betriebswirtschaft, 66(5), 521–541.

    Google Scholar 

  • van Dijk, H., van Engen, M. L., & van Knippenberg, D. (2012). Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance. Organizational Behavior and Human Decision Processes, 119(1), 38–53. doi:10.1016/j.obhdp.2012.06.003.

    Article  Google Scholar 

  • van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58, 515–541. doi:10.1146/annurev.psych.58.110405.085546.

    Article  PubMed  Google Scholar 

  • van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(6), 1008–1022. doi:10.1037/0021-9010.89.6.1008.

    Article  PubMed  Google Scholar 

  • van Knippenberg, D., Haslam, S. A., & Platow, M. J. (2007). Unity through diversity: Value-in-diversity beliefs, work group diversity, and group identification. Group Dynamics Theory, Research, and Practice, 11(3), 207–222. doi:10.1037/1089-2699.11.3.207.

    Article  Google Scholar 

  • van Knippenberg, D., Homan, A. C., & van Ginkel, W. P. (2013). Diversity cognition and climates. In Q. M. Robinson (Hrsg.), The Oxford handbook of diversity and work (S. 220–238). New York: Oxford University Press.

    Google Scholar 

  • Wang, P., Rode, J. C., Shi, K., Luo, Z., & Chen, W. (2013). A workgroup climate perspective on the relationships among transformational leadership, workgroup diversity, and employee creativity. Group and Organization Management. doi:10.1177/1059601113488163.

    Google Scholar 

  • Williams, K. Y., & O’Reilly, C. A. (1998). Demography and diversity in organizations: A review of 40 years of research. In B. M. Staw & L. L. Cummings (Hrsg.), Research in organizational behavior (S. 77–140). Greenwich: JAI Press.

    Google Scholar 

  • Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451.

    Article  Google Scholar 

  • Zellmer-Bruhn, M., Maloney, M., Bhappu, A., & Salvador, R. (2008). When and how do differences matter? An exploration of perceived similarity in teams. Organizational Behavior and Human Decision Processes, 107(1), 41–59.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Universität Amsterdam, Amsterdam, Niederlande

    Claudia Buengeler & Astrid C. Homan

Authors
  1. Claudia Buengeler
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Astrid C. Homan
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Claudia Buengeler .

Editor information

Editors and Affiliations

  1. Hochschule Osnabrück, Osnabrück, Germany

    Petia Genkova

  2. Hochschule Merseburg, Merseburg, Germany

    Tobias Ringeisen

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer Fachmedien Wiesbaden GmbH

About this chapter

Cite this chapter

Buengeler, C., Homan, A.C. (2016). Diversity in Teams: Was macht diverse Teams erfolgreich?. In: Genkova, P., Ringeisen, T. (eds) Handbuch Diversity Kompetenz. Springer Reference Psychologie . Springer, Wiesbaden. https://doi.org/10.1007/978-3-658-08594-0_39

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-08594-0_39

  • Published:

  • Publisher Name: Springer, Wiesbaden

  • Print ISBN: 978-3-658-08593-3

  • Online ISBN: 978-3-658-08594-0

  • eBook Packages: Psychology (German Language)

Publish with us

Policies and ethics

Search

Navigation