When does gender diversity enhance team performance? The dual need for visionary leadership and team tenure

The Machiavellian Organization: A Multilevel Model to Understand Decision Making in Organizations

We introduce a three-phase model of decision-making as examined through a Machiavellian lens. Distinct from previous research, we broaden our research premise from Machiavellianism exhibited by an individual to Machiavellianism at the organizational level. We examine this type of organization beginning with an emphasis on organizational values and practices, which we define as climate emergence. After establishing the process of climate emergence, we examine employee sensemaking within a Machiavellian climate by drawing on Rest's decision-making model. Our research culminates with an exploration of resultant employee behaviors while emphasizing the moderating role of dispositional Machiavellianism. We conclude with a discussion centered on how this perspective fits within recent research and its impact on organizational practices.

Revisiting the Effects of Gender Diversity in Small Groups on Divergent Thinking: A Large-Scale Study Using Synchronous Electronic Brainstorming

Numerous studies have examined the effects of gender diversity in groups on creative performance, and no clear effect has been identified. Findings depend on situational cues making gender diversity more or less salient in groups. A large-scale study on two cohorts (N = 2,261) was conducted among business students to examine the impact of the gender diversity in small groups on divergent thinking in an idea-generation task performed by synchronous electronic brainstorming. Participants were automatically randomized in three- or four-member groups to generate ideas during 10 min on a gendered or neutral task. Then, five categories of groups where the proportion of men/women in groups varied from three/four men to three/four women were compared to examine creative performance on three divergent thinking measures (fluency, flexibility, and originality). A Multivariate Generalized Linear Mixed Model (mGLMM) showed greater fluency in all-women groups than in other groups (except mixed-gender groups composed of two men and two women), and more specifically "solo" groups composed of a single woman/man among a majority of men/women. For flexibility and originality, the superiority of all-women groups was found only in comparison to "solo" groups composed of a single woman. As gender differences are more salient in "solo" groups than in other groups faultlines may appear in groups, leading to a deleterious impact on creative performance.

Diverse group effectiveness: co-occurrence of task and relationship conflict, and transformational leadership

Purpose

This study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the relationship between diversity and group effectiveness. The model also examines transformational leadership (TFL) as a moderator in this relationship.

Design/methodology/approach

Data were collected using a questionnaire survey from 354 faculty in 56 workgroups from three private universities in the Middle East. SEM and hierarchical regression analysis were used to test the suitability of the model and its hypotheses.

Findings

The results revealed that TFL moderated diversity's direct effect on CTRC as well as the indirect effect linking diversity, CTRC, and group effectiveness. Specifically, diversity had an inverted U-shaped relationship with CTRC in groups with low TFL, but a negative linear relationship in those with high TFL.

Originality/value

The findings expand understanding of how, and under what conditions, diversity influences group effectiveness by: offering a fresh treatment of this relationship, introducing CTRC as a bivariate construct and bringing into focus the centrality of its harmful effect on this association, and highlighting the influence of TFL in ameliorating this harmful effect.