Summary In this paper, we review the growing literature on perceived diversity in teams. We aim to clarify the construct of perceived diversity and organize the findings in this emergent line of research. To do so, we develop a framework integrating research emerging on perceived diversity from across several different research fields. We propose that the nature of perceived diversity and its effects can be best understood by identifying the focal point of the diversity perceptions being studied: perceptions of self‐to‐team dissimilarity, of subgroup splits, and of group heterogeneity. Our review concludes that perceived self‐to‐team dissimilarity and perceived subgroup splits mostly have been linked to negative effects for individuals and groups, whereas perceived group heterogeneity has been shown to exert both positive and negative effects on group outcomes. Our review also draws attention to the problem that research on perceived diversity varies not only in definitions and conceptualizations, but also in the methodological approaches towards operationalizing perceived diversity. We conclude by discussing potential areas for future research. Copyright © 2014 John Wiley & Sons, Ltd.

Many governments react to the current coronavirus/COVID‐19 pandemic by restricting daily (work) life. On the basis of theories from occupational health, we propose that the duration of the pandemic, its demands (e.g., having to work from home, closing of childcare facilities, job insecurity, work‐privacy conflicts, privacy‐work conflicts) and personal‐ and job‐related resources (co‐worker social support, job autonomy, partner support and corona self‐efficacy) interact in their effect on employee exhaustion. We test the hypotheses with a three‐wave sample of German employees during the pandemic from April to June 2020 ( N w 1 = 2900, N w 12 = 1237, N w 123 = 789). Our findings show a curvilinear effect of pandemic duration on working women's exhaustion. The data also show that the introduction and the easing of lockdown measures affect exhaustion, and that women with children who work from home while childcare is unavailable are especially exhausted. Job autonomy and partner support mitigated some of these effects. In sum, women's psychological health was more strongly affected by the pandemic than men's. We discuss implications for occupational health theories and that interventions targeted at mitigating the psychological consequences of the COVID‐19 pandemic should target women specifically.

Research on the consequences of diversity in teams continues to produce inconsistent results.We review the recent developments in diversity research and identify two shortcomings. First, an understanding of the microdynamics affecting processes and outcomes in diverse teams is lacking. Second, diversity research has tended to treat different social categories as equivalent and thus not considered how members' experiences may be affected by their social category membership. We address these shortcomings by reviewing research on stereotypes, which indicates that stereotypes initiate reinforcing microdynamics among (a) attributions of a target team member's warmth and competence, (b) perceiving members' behavior towards the target team member, and (c) the target team member's behavior. Our review suggests that perceivers' impression formation motivation is the key determinant of the extent to which perceivers continue to treat a target based on categorization. Based on our review, we provide an integrative perspective and corresponding model that outlines these microdynamics of diversity and stereotyping in teams and indicates how stereotyping can benefit as well as harm team functioning. We discuss how this integrative perspective on the microdynamics of diversity and stereotyping in teams relates to the social categorization and the information/decision-making perspective, set a research agenda, and discuss the managerial implications. KeywordsDiversity; Teams; Stereotypes; Microdynamics; Performance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 2 Page 2 of 101 Academy of Management Annals Microdynamics in Diverse Teams: A Review and Integration of the Diversity and Stereotyping LiteraturesGlobalization, demographic changes, and the increased use of teams in contemporary organizations have created a surge in research on the consequences of different team members working together . The many recent meta-analyses on the consequences of team diversity signify the considerable amount of attention that has gone to this field of study (e.g., Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011;Horwitz & Horwitz, 2007;Joshi & Roh, 2009;van Dijk, van Engen, & van Knippenberg, 2012). For the past two decades, diversity research has mainly relied on a dual theoretical approach where the social categorization and the information/decision-making perspectives inform answers to the questions why and how diversity affects team performance (Milliken & Martins, 1996; van Knippenberg, De Dreu, & Homan, 2004;Williams & O'reilly, 1998). There is much that we have learned from these perspectives, but despite the fact that theories have been advanced and research models have become more sophisticated, so far the main conclusion that has been drawn is that research on the relationship between team diversity and team performance is inconclus...

Summary Emotional exhaustion and depression pose a threat to employees' psychological health. Social relationships at work are important potential buffers against these threats, but the corresponding psychological processes are still unclear. We propose that the subjective experience of high‐quality relationships with supervisors (i.e., Leader–Member Exchange [LMX]) is one of the protective factors against psychological health issues at work and that this effect is mediated by psychological empowerment. We tested these assumptions with two studies (one cross‐sectional and one time lagged) on diverse samples of employees from different organizations. The first study employed emotional exhaustion as the outcome measure; the second used depression. Results from both studies support the proposed process by showing that LMX positively affects empowerment, which negatively affects emotional exhaustion (Study 1) and depression (Study 2). Additionally, Study 2 also showed that Team–Member Exchange is as important as LMX for preventing psychological health issues among employees. Copyright © 2015 John Wiley & Sons, Ltd.

This study investigates the process underlying the relationship between leadership and employees’ innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.