Managing Workgroup Values Diversity: The Underlying Effect of Collective Team Identity and the Impact of Identity Leadership

Bertwistle, Kate (2013). Managing Workgroup Values Diversity: The Underlying Effect of Collective Team Identity and the Impact of Identity Leadership Honours Thesis, UQ Business School, The University of Queensland.

       
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Author Bertwistle, Kate
Thesis Title Managing Workgroup Values Diversity: The Underlying Effect of Collective Team Identity and the Impact of Identity Leadership
School, Centre or Institute UQ Business School
Institution The University of Queensland
Publication date 2013-10-24
Thesis type Honours Thesis
Supervisor Tyler Okimoto
Total pages 58
Language eng
Subjects 1503 Business and Management
Abstract/Summary With the realisation of a convincing business case for diversity, managing diverse workgroups has become a prominent focus for managers and academics. Although values diversity can help organisations achieve a competitive advantage (Miller, 1995; Robinson & Dechant, 1997), it is also likely to be detrimental to workgroup functioning if not managed appropriately (Liang, Wu, Jiang, & Klein, 2012Woehr, Arciniega, & Poling, 2013). Integrating the diversity, social identity, and leadership literatures, the aim of the present study is two-fold. I examine collective team identification as an underlying mechanism that explains the effects of values-based diversity in workgroups. I then aim to investigate the buffering effect of identity leadership, a set of leader behaviours intended to manage social identities. In a cross-sectional, self-report survey of 278 participants, collective team identification partly mediated the effect of work unit values diversity on employee satisfaction, but not the relationship between values diversity and intragroup conflict. Identity leadership also bolstered collective team identification, compensating for the negative consequences of values diversity. This study extends the nascent literature on values diversity by identifying a novel, mediating variable. The research also significantly contributes to the leadership literature by demonstrating the efficacy of an emerging management strategy aimed at shaping and bolstering group member feelings of collective team identification.

 
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Created: Thu, 06 Feb 2014, 16:42:11 EST by Karen Morgan on behalf of UQ Business School