Personality Heterogeneity in Teams

By Susan Mohammed, Linda C. Angell. 2003

169 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1d0555dc1065592081bee027ee14f0b3fc4b3910

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Multi-robot coalition formation (2006, background): “the relative contributions made by individual members) is available, the question then becomes “can this information be utilized to improve team performance?” Human Factors researchers have previously examined the impact of individual differences in cognitive ability and personality characteristics ”
The use of personality measures in personnel selection: What does current research support? (2006, background): “…et al., 1998; Kichuk & Wiesner, 1997; Neuman et al., 1999), ratings of transformational leadership (Lim & Ployhart, 2004), oral communications (Mohammed & Angell, 2003), leadership emergence (Taggar et al., 1999), task role behavior (Stewart et al., 2005), task focus (Bond & Ng, 2004), and…”
Self-Leadership: A Multilevel Review (2011, background): “Thus, teams high in self-leadership may be more effective when there is variance in extraversion because it allows both leader and follower roles to be filled (Mohammed & Angell, 2003; Neuman, Wagner, & Christiansen, 1999).”
Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation (2014, background): “…dimension; e.g., Barrick et al., 1998) or heterogeneity/diversity (i.e., the standard deviation or variance on a specific dimension; e.g., Mohammed & Angell, 2003; Peeters et al., 2006a; please see Barrick et al., 1998; Bell, 2007; and Peeters et al., 2006a, 2006b for detailed…”
Advancing the Science of Collaborative Problem Solving (2018, background): “Specifically, variability in agreeableness and neuroticism among group members has a negative impact on performance (Mohammed & Angell, 2003), whereas higher average agreeableness in a team can positively affect performance outcomes (Barrick, Stewart, Neubert, & Mount, 1998; S. T. Bell, 2007).”
Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership (2019, background): “…analyzing and solving, can help team members share and/or use more information and knowledge and develop more alternative solutions (Reilly et al., 2002; Watson, Kumar, & Michaelsen, 1993), and subsequently boost team performance (Mohammed & Angell, 2003; Peeters, Van Tuijl, Rutte, & Reymen, 2006).”