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Diversity, Connectivity, and Thriving in Work Groups

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Jem Lugo

on 5 April 2014

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Transcript of Diversity, Connectivity, and Thriving in Work Groups

Diversity, Connectivity, and Thriving
in Work Groups

Over 50% of US organizations utilize work groups, many of which are diverse.
Diversity in work groups is argued to be both beneficial, and harmful.
Not that simple. Type of diversity and context matters, but research is limited.
Thriving is a self-reflecting motivational state.
Outcomes of Thriving
Job Performance
Innovative Work Behaviors
Career Development Initiative
Good Citizenship Behavior
Job Satisfaction
Meaning and Purpose
Higher quality relationships
Collaboration skills
Antecedents of Thriving
Spreitzer (2005): Trust, respect, relational resources.
Carmeli and Spreitzer (2009)
Diversity and Thriving
Diversity and connective processes are assumed to be negatively related.
Observable differences evoke categorization and stereotypes that hinder thriving.
H1: Relations-oriented diversity within a group will be negatively related to connectivity and trust.
Things to Consider/Limitations
Impact of diversity beliefs
Distribution of thriving within a group
Leadership impact
Team type/Length/Type of Task
Group Size
Time spent in group
Group Power Dynamics
Occupational Demography
Multiple Team Membership
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Relations-Oriented Diversity: Harmful?
Task-Oriented Diversity: Beneficial?
Main effect is zero. Context is important.
Individual Outcomes?
Diversity and Thriving
Task-oriented is less salient and must be realized socially.
Groups are already task-focused.
H2: Task-oriented diversity within a group will be positively related to connectivity and trust.
Distribution Hypotheses
Diversity as an abstract concept seems highly beneficially, but benefits are not always accessed.
Saliency has been shown to impact group outcomes.
Distribution of diversity within a group affects saliency.
Uneven: incivility, exploitation
Even: focus away from faultlines, more open-minded.
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Retrieved from http://www.listal.com/viewimage/24408
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Jem Lugo
Research has failed to demonstrate the process through which diversity acts on groups.
Group outcomes are developed through individual processes.
Diversity acts on work groups through its effects on individual group members.
It is often
that diversity affects the connectivity and trust of group members.
Connectivity and trust are related to group performance and thriving.
Diversity-->Connectivity and Trust-->Outcomes?
Group outcomes of diversity are moderated by salience.
Connectivity and trust are processes through which diversity impacts individual thriving and group performance.
This process is moderated by the distribution of diversity within the group, which affects the saliency of the diversity of the members.
Distribution Hypotheses
H3: The distribution of diversity within a team moderates the relationship between diversity and connectivity and trust, such that an even distribution of task-oriented diversity within a team will increase the positive relationship between task-oriented diversity and connectivity, and an even distribution of relations-oriented diversity within a team will cancel out or reduce the negative effects of relations-oriented diversity on connectivity.
H4: An uneven distribution will decrease the positive relationship between task-oriented diversity and connectivity and trust, leading to exploitation and greater stress of the task-diverse minority, and increase the negative relationship between relations-oriented diversity and connectivity, leading to tokenism and negative effects related to being singled out and stereotyped.
H5: There is an overall positive relationship between connectivity and trust and thriving.
H6: Thriving is positively related to group performance and outcomes.
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