Birds of a Feather Sometimes Flock Together
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Transcript of Birds of a Feather Sometimes Flock Together
Birds of a Feather Sometimes
Flock TogetherTeam Leadership, Heterophily, and
Team Performance
Andrew KnightUniversity of Pennsylvania
Overview Team diversity
Leadership, heterophily, and performance
Method, Analyses, & Results
Implications
Team DiversityA Double-Edged Sword Benefits of diversity
Greater breadth of resources
Creativity Diversity as variety
Costs of diversity Opposing views Conflict Diversity as separation
Diversity as Separation
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Diversity as Variety
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Common Research Approaches:Group & Individual Level Link group-level metrics of diversity to group
processes Group processes: Cohesion, conflict Standard deviation as diversity metric
Link an individual’s average dissimilarity to individual-level outcomes Individual outcomes: Satisfaction, turnover Euclidean distance as diversity metric
General Assumption:Birds of a Feather Flock Together Homophily often assumed…
Team members have positive perceptions of similar others and negative perceptions of different others
Grounded in similarity-attraction theories
…but seldom tested Very little team diversity research at the dyad level Little exploration of actual relationships
Workplace may place boundary conditions around homophily Roles and role structures Leadership, power, social influence
Homophily varies across teams
Hypothesis 1:
Team Leadership
Team leaders set the tone for a team Shape team climates Reinforce certain types of behaviors Model appropriate behaviors
Leaders who take an inclusive approach may model positive cross-category relations
Leader inclusiveness is positively related to
heterophily
Hypothesis 2:
Heterophily & Team PerformanceBack to the Sword Gaining the benefits of diversity
Positive cross-category relations yield access to diverse information and resources
Diversity in KSAs aids in problem-solving, creativity
Avoiding the costs of diversity Positive relations aid in coordination Positive relations mitigate the effects of conflict
Heterophily is positively related to team performance
Hypothesis 3:
Method: Research Setting Team-based military
competition
9-person teams navigate a 9km obstacle course
Teams train for nearly 4 months to prepare for the one-day event
Method: Sample
33 teams Composed of cadets from the hosting academy Training teams ranged from 10 to 16 members
381 individuals 86% male 79% White Mean age = 20.3 (SD = 1.4)
Method: Procedure
CompetitionStart of Formal
Training
Team Roster
Confirmed
Time 1 Survey
Time 2 Survey
Time 3 Survey
Time 4 Survey
OPORD Published
Month 1 Month 2 Month 3 Month 4
Method: Predictor Variables (All at T1) Team-level
Leader inclusiveness: 5-item scale completed by team leader “Effective team leaders carefully weigh members’ opinions.”
Controls: Prior competition experience, Athletic GPA, Military GPA
Individual-level Class (i.e., freshman, sophomore, junior, senior) Gender Branch choice (e.g., infantry, artillery, medical, intelligence)
Dyad-level Same or different category membership for class, gender, branch
choice (0 = Same; 1 = Different)
Method: Criterion Variables
Dyad-level criterion: Friendship (T3) “How much did you socialize with X in your free time
during the past week?” Members rated one another on a 5-point scale in a round-
robin fashion
Team-level criterion: Team performance (T5) Team total score in the military competition Scored by trained competition officials
Analyses: The Social Relations Model via RCM Random coefficient model
Random intercepts for team, actor, partner Estimate A-P covariance and within-dyad covariance Random slope for “homophily” effects Fixed effects for category membership and diversity
Extracted homophily slope coefficients to test team performance hypothesis
SAS PROC MIXED
Analyses: Sample SAS PROC MIXED Codeproc mixed covtest data=t3srm; class dyad GROUP actbranch partbranch;
model frd = actbranch partbranch difbranch leader leader*difbranch / solution ddfm=SATTERTH;
random a1-a16 p1-p16 intercept
difbranch / solution sub=group type=lin(5) ldata=g;
repeated / type=cs sub=dyad(group);
ODS Output SolutionR = r_difbranch;run;
Fixed Effects
Random Intercepts
Within-Dyad Cov
Output Coeffs.
Cross-Level Int.
Random Slope
Results: Null Variance Decomposition
% σ2
Team 1.2%
Actor 43.5%
Partner 6.5%
Dyad & Residual
48.8%
Reciprocity
Generalized: .32
Dyadic: .61
Results: ClassLeadership & Variance in Homophily
Model 1 Model 2 Model 3
Actor Class .02 .01 .01
Partner Class .05* .04 .04
Class Difference -1.03** -.96** -1.64**
Leader Inclusiveness .03 -.04
Class Difference X Leader Inclusiveness .20*
-2 Log Likelihood 6288.4 5800.8 5797.8
AIC 6302.4 5814.8 5811.8
Results: ClassLeadership & Variance in Homophily
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Minus 1 SD Plus 1 SD
Leader Inclusiveness
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Results: GenderLeadership & Variance in Homophily
Model 1
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Model 2
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Model 3
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Actor Gender -.11 -.08 -.08
Partner Gender -.20 -.20 -.21
Gender Difference -.38** -.37** -.60+
Leader Inclusiveness .11 .09
Gender Difference X Leader Inclusiveness .07
-2 Log Likelihood 6590.1 6029.6 6032.0
AIC 6604.1 6043.6 6046.0
Results: BranchLeadership & Variance in Homophily
Model 1B
Model 2
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Model 3
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Actor Branch Choice ns ns ns
Partner Branch Choice ** ** **
Branch Choice Difference -.09 .09 -2.41*
Leader Inclusiveness .09 .17
Branch Difference X Leader Inclusiveness 2.27*
-2 Log Likelihood 6466.2 5966.0 5964.7
AIC 6480.2 5980.0 5978.7
Results: Branch ChoiceLeadership & Variance in Homophily
2.5
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Minus 1 SD Plus 1 SD
Leader Inclusiveness
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Results:Heterophily and Team Performance
Model 1β
Model 2
β
Team Military Ability .01 .02
Team Athletic Ability .19 .20
Team Experience .41* .38*
Branch Heterophily -.20
Gender Heterophily .05
Class Heterophily .46**
F 3.41* 3.17*
R2 .26 .42
Discussion: Summary of Results Variance in homophily across teams
Supported for class, gender, branch choice Models including random slopes were a better fit for the data
Leadership predicts heterophily Supported for class and branch choice Members of teams with inclusive leaders are more likely to form friends
with members of different classes and military branches
Heterophily predicts team performance Supported only for class Teams with heterophilous relationships with respect to class perform
better in the military competition
Discussion: Implications of Results Birds of a feather sometimes flock together
Key assumption may not hold in all work teams Some teams are more heterophilous than others
Leaders may shape relational patterns in teams Inclusive leaders model positive cross-category relations Leadership as a lever for maximizing the benefits and
minimizing the costs of diversity
Diversity can help team performance if homophily is not the rule Key assumption of team diversity literature limits benefits To benefit from diversity, teams may need heterophily
Discussion: Broader Implications for Team Diversity
Examining diversity effects at the dyad level A fine-grained look at diversity Relationships are building blocks of team processes
A multilevel approach to studying diversity Group composition research is inherently multilevel Dyadic approach helps “unpack” variance
Develop and test comprehensive theories of team composition with precision