Measuring Gender Composition in Work Groups: A Comparison of Existing Methods

Williams, Helen Maria; Meân, Lindsey J.

doi:10.1177/1094428104269175

Cited by 44 publications

(55 citation statements)

References 34 publications

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“…The theoretical maximum for H depends on the total number of categories (s) (Williams & Meân, 2004), but nationality was recoded in a dichotomous way (Dutch/non-Dutch students), therefore for both team diversity types s ϭ 2. The higher the values of the H index, the higher the team's diversity.…”

Section: Study 1 Methodsmentioning

confidence: 99%

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Curşeu

Schruijer

2010

Group Dynamics: Theory, Research, and Practice

131

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This article explores the interplay between trust and conflict as antecedents of team effectiveness. In the first cross-sectional study, two alternative path models are tested in a sample of 174 teams (897 participants) with the emergent states of task conflict, relationship conflict, and trust acting as mediators between team demographic diversity (gender and nationality) on the one hand and perceived team effectiveness on the other. In one model trust is considered as an antecedent for the two types of conflict, while in the other the two types of conflict precede the emergence of trust. Although the fit indices for the model in which trust is considered the antecedent of conflict were slightly better, both models fitted the data well. The interdependence of trust and conflict was further explored in a second longitudinal study (49 teams), and the results showed that trust emerging in the initial team interaction phases is a good predictor for the emergence of both task and relationship conflict in further stages of team development.

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Section: Study 1 Methodsmentioning

confidence: 99%

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Curşeu

Schruijer

2010

Group Dynamics: Theory, Research, and Practice

131

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“…In line with the arguments presented in Williams and Mean (2004) we used the proportion of women in the group as an index for gender diversity. This measure is suitable to evaluate the effect of gender differences because it captures any nature of the effect and allows for an unbiased examination of the data (Williams and Mean 2004, p. 466).…”

Section: Proportion Of Women In the Groupmentioning

confidence: 99%

Gender diversity and motivation in collaborative learning groups: the mediating role of group discussion quality

2017

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Collaborative learning is often used in higher education to help students develop their teamwork skills and acquire curricular knowledge. In this paper we test a mediation model in which the quality of group discussions mediates the impact of gender diversity and group motivation on collaborative learning effectiveness. Our results show that the proportion of women in groups, and the group level need for cognition and core self-evaluations (within group average) positively predict discussion quality that in turn predicts group (academic) performance. Our results show that discussion quality fully mediates the effects of need for cognition and core self-evaluations on group performance. The effect for gender diversity on group performance is only partly mediated by discussion quality.

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“…The reasoning behind this strategy is that increasing team diversity increases the elaboration of task-relevant information by bringing in different perspectives and will ultimately increase team performance in a complex knowledge production task (Hambrick et al 1998;Harrison and Klein 2007). The diversity index was computed using a formula proposed by Teachman (1980), widely used in the team diversity literature (Williams and Meân 2004) and illustrative for the conceptualization of diversity as variety (Harrison and Klein 2007). The theoretical maximum for the diversity index (H) depends on the total number of categories within a group (Williams and Meân 2004).…”

Section: Independent Variablementioning

confidence: 99%

Composing Effective Teams through Team Dating

Curşeu

Kenis

Raab

et al. 2010

Organization Studies

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Previous research showed that short initial interaction in dyads accurately predicts future relation development. The paper extends these results from dyads to teams and demonstrates that data collected from short initial contacts (reciprocal relational preferences) are a sound basis for designing effective teams. In the approach we propose, potential team members have short initial contacts (popularly known as 'speed dating') and we use the information on interpersonal evaluations to create teams by maximizing the number of reciprocal relational preferences within a team. In a sample of 76 teams (N = 378, 36 attribute-based teams and 40 team-dating teams), we show that teams formed based on relational data are more effective than teams formed by maximizing within team diversity (gender and nationality). Team-dating teams show a better teamwork quality and develop more complex collective knowledge structures compared with attribute-based teams.

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Measuring Gender Composition in Work Groups: A Comparison of Existing Methods

Cited by 44 publications

References 34 publications

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Gender diversity and motivation in collaborative learning groups: the mediating role of group discussion quality

Composing Effective Teams through Team Dating

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