TY - JOUR A1 - Schölmerich, Franziska A1 - Schermuly, Carsten C. T1 - To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance JF - Human Performance N2 - Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance. KW - Team performance KW - German Ministry of Foreign Affairs KW - Leader-Member Exchange Y1 - 2017 N1 - Online: https://www.researchgate.net/publication/316733433_To_believe_or_not_to_believe_The_joint_impact_of_faultlines_and_pro-diversity_beliefs_on_diplomats'_performance VL - 30 IS - 2-3 SP - 99 EP - 115 PB - Taylor & Francis CY - Philadelphia, Pa. ER - TY - CHAP A1 - Schölmerich, Franziska A1 - Schermuly, Carsten C. T1 - Diversity beliefs in action - Wie Diversitätsüberzeugungen das faultline-verstärkende Verhalten von Diskussionsleitern beeinflussen N2 - Keine Angabe - No details KW - Wirtschaftspsychologie Y1 - 2016 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Full text due to copyright not available. ER - TY - JOUR A1 - Schölmerich, Franziska A1 - Schermuly, Carsten C. A1 - Deller, Jürgen T1 - How Leaders Diversity Beliefs Alter the Impact of Faultlines on Team Functioning JF - Small Group Research N2 - Teams with strong faultlines often do not achieve their full potential because their functioning is impaired. We argue that strong diversity beliefs held by team leaders mitigate the negative impact of socio-demographic and experience-based faultlines on team functioning. In a heterogeneous multisource field sample of 217 employees nested in 44 teams and their leaders, we tested our assumptions. Results of a path-analytic model showed that socio-demographic faultlines were negatively related to perceived cohesion and positively related to perceived loafing. The impact of sociodemographic faultlines on team functioning was less detrimental when leaders held strong diversity beliefs. Against our expectations, we found no support for an impact of experience-based faultlines on perceived cohesion or a moderating role of leaders’ diversity beliefs in this context. Potential explanations for these results and implications for organizations and team leaders are discussed. KW - Faultlines KW - Leaders’ Diversity Beliefs Y1 - 2016 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. VL - 47 IS - 2 SP - 177 EP - 206 PB - Sage Publ. CY - Los Angeles, CA ER -