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Diversity in Conscientiousness and T...

Hua, Linda A.

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Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction./
Author:	Hua, Linda A.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2013,
Description:	110 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-03(E), Section: B.
Contained By:	Dissertation Abstracts International75-03B(E).
Subject:	Occupational psychology. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3603305
ISBN:	9781303577864

Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction.
Hua, Linda A.

Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction. - Ann Arbor : ProQuest Dissertations & Theses, 2013 - 110 p.

Source: Dissertation Abstracts International, Volume: 75-03(E), Section: B.

Thesis (Ph.D.)--Alliant International University, 2013.

This study examines the effects of team composition (i.e. gender diversity, ethnic diversity, cognitive diversity, and team conscientiousness) on team outcomes (i.e. task conflict, relationship conflict, team performance, and team satisfaction). The goal of this study was to understand which combination of team member factors was most predictive of effective teams. While there were studies linking cognitive diversity to conflict, team performance, and team satisfaction, there were no studies that simultaneously included the groups' average level of conscientiousness, gender diversity, and ethnic diversity as predictors.

ISBN: 9781303577864Subjects--Topical Terms:

2122852
Occupational psychology.

Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction.
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100 1 $a Hua, Linda A. $3 3288925
245 1 0 $a Diversity in Conscientiousness and Team Composition: Their Relationships with Team Conflict, Performance, and Satisfaction.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2013
300 $a 110 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-03(E), Section: B.
500 $a Adviser: Rebecca A. Turner.
502 $a Thesis (Ph.D.)--Alliant International University, 2013.
520 $a This study examines the effects of team composition (i.e. gender diversity, ethnic diversity, cognitive diversity, and team conscientiousness) on team outcomes (i.e. task conflict, relationship conflict, team performance, and team satisfaction). The goal of this study was to understand which combination of team member factors was most predictive of effective teams. While there were studies linking cognitive diversity to conflict, team performance, and team satisfaction, there were no studies that simultaneously included the groups' average level of conscientiousness, gender diversity, and ethnic diversity as predictors.
520 $a Results showed that neither ethnic diversity nor cognitive diversity influenced task conflict, relationship conflict, team satisfaction, or team performance. On the other hand, teams' average level of conscientiousness was found to have significant relationships with team satisfaction and team performance. Gender diversity also had a significant relationship with task conflict. Interestingly, task conflict and relationship conflicts were found to be highly negatively correlated with both team satisfaction and team performance.
520 $a Moreover, contrary to popular management belief that task conflict may be beneficial to team performance, both task conflict and relationship conflict were found to have strong and negative relationships with team satisfaction and team performance. Importantly, the two types of conflict interacted to potentially influence team performance, such that an increase in both types of conflict may result in poorer team performance. The recommendation for practice is that investments should be made early in a team's lifecycle during which team members establish shared expectations for communicating and getting work done. Further, teams should develop a plan for identifying and addressing conflict. Having a deft process consultant or impartial facilitator may also be a best practice in navigating disruptive conflicts.
590 $a School code: 1634.
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650 4 $a Personality psychology. $3 2144789
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710 2 $a Alliant International University. $b San Francisco-CSPP-OP. $3 3172877
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3603305