Two contact studies integrated the personalization (M. B. Brewer & N. Miller, 1984) and category-based models (M. Hewstone & R. J. Brown. 1986), proposing that greater reduction of intergroup bias can be achieved by the interactive effects of disclosure and typicality (Study 1) or disclosure and salience (Study 2). In Study 1 the impact of self-disclosure and typicality combined interactively to augment intergroup acceptance. Study 2 extended these findings by examining the combined effects of disclosure and category salience. It also explored the mediational roles of group-relevant and person-relevant information on the effects of typicality and disclosure, respectively. Results showed that during cooperative dyadic out-group contact, self-disclosure, typicality, and salience were key factors for reducing bias toward new members of that out-group category.

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In this paper, we report the findings of a meta-analysis investigating the relationship between emotional intelligence (EI) and constructive conflict management, and the moderational role of leadership position and age. A total of 20 studies yielding 280 effect sizes and involving 5,175 participants were examined. The results supported the hypothesis that EI is positively associated with constructive conflict management, and this relationship was stronger for subordinates than leaders. Contrary to our predictions, age was not a significant moderator. The limitations and implications are discussed in terms of psychometric issues, use of EI in leadership development and facilitation of problem solving, and for the further development of a constructive organizational culture.

In an attempt to extend the existing approaches to diversity management, and present a theoretically based intervention strategy that offers ways to reduce prejudice at the workplace, this article reviews the Personalization Model (Brewer & Miller, 1984; Ensari & Miller, 2002; Miller, 2002) and its components (self-other comparison, self-disclosure, and empathy). We argue that, when applied in an organizational context, personalization can improve intergroup relations in organizations, and thereby increase effectiveness and productivity. The present article also discusses how personalization effects can be extended to the out-group as a whole, and proposes alternative ways to implement it in organizations. We further present ideas for future research that can potentially explore the beneficial effects of intergroup personalized contact at the workplace