Believing shapes seeing: The impact of diversity beliefs on the construal of group composition

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A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? (2016, background): “For example, it was argued that while objective assessment of diversity can fail to incorporate all components of differences that may be relevant to a group at a certain point in time, perceived diversity measures capitalize on the intricate and multidimensional nature of diversity and avoid the ne”
Group Faultlines (2012, background): “One set of moderators that has been examined revolves around individual beliefs or characteristics such as openness to experience (Homan et al., 2008), salience of subgroup differences (Homan et al., 2008; Meyer et al., 2011), and prodiversity beliefs (Homan et al., 2007b; Homan et al., 2010).”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, methodology): “We measured faultline activation using a measure developed by Jehn and Bezrukova (2010) (see also Cronin, Bezrukova, Weingart, & Tinsley, 2011; Homan, Greer, & Jehn, 2010).”
Considering diversity: The positive effects of considerate leadership in diverse teams (2013, unknown): “The tendency of considerate leaders to instigate individuation processes should especially be likely to become manifest in diverse teams, which are characterized by more differences between individual team members and therefore offer greater potential for individuation (Homan et al., 2010).”