Marcus M. Stewart

Leader–Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance

This study tests a moderator of the association between diversity and work group performance: leader—member exchange (LMX). The authors theorized performance effects associated with the differentiation and aggregate level of the dyadic LMX relationships in work groups and that the nature of these LMX effects would vary qualitatively as a function of work group diversity. The model was tested with a U.S. military operational simulation, including 224 high-ranking officers in 65 temporary work groups. Results indicate that LMX interacted with work group gender diversity, such that in more gender diverse groups LMX differentiation was positively associated with work group performance when aggregate LMX was high (above the median); among less gender diverse groups, LMX differentiation was not associated with performance when aggregate LMX was high, consistent with prior research. No effects of gender diversity were found among work groups reporting low aggregate LMX or with regard to group member functional background diversity.

Selection based on merit versus demography: implications across race and gender lines.

In a replication and extension of the study by M. E. Heilman, M. C. Simon, and D. P. Repper (1987), 201 undergraduates participated in a simulation in which they experienced differing selection procedures and outcome feedback. Selection procedures did not have the deleterious effects on women that were found previously. Instead, race interacted with gender to moderate this relationship, and outcome played a significant role in participant self-evaluations. Black participants rated their leadership ability highest when both chosen preferentially and given negative outcome feedback, apparently because of a desire to maintain positive self-esteem. The latter explanation was supported in a follow-up study in which undergraduates (n = 80) worked in groups and received negative outcome feedback from either a racially similar or racially different experimenter. Theoretical and practical implications relating to diversity and self-appraisal management are discussed.

The Impact of Store-Unit–Community Racial Diversity Congruence on Store-Unit Sales Performance

We introduce the racial diversity congruence concept to examine how matching levels of racial diversity between store-unit employees and community members relate to store-unit sales performance. In a field study of 220 retail store units, we found evidence supporting social identity theory and information-based perspectives on the racial diversity congruence–sales performance relationship. Specifically, results show that a match between store-unit racial diversity and community racial diversity positively related to store-unit sales performance. In addition, superior store-unit performance emerged when store units and communities had congruent levels of diversity at high (i.e., high-high racial diversity congruence) rather than low (i.e., low-low racial diversity congruence) levels. Moreover, we found asymmetrical incongruence effects whereby racially diverse store units in less-diverse communities outperformed store units with lower levels of racial diversity operating in diverse communities. The implications of our results are discussed in light of study limitations and future research needs.

Religious bias and stigma: attitudes toward working with a Muslim co-worker

Using social identity and stigma frameworks, this study investigated the extent to which Christians exhibited biased reactions toward a Muslim co-worker. The authors hypothesized that Christians would view a potential Muslim co-worker as lower on competence and less desirable in terms of a working relationship and would be less attracted to an organization when a potential co-worker was Muslim, and that these in-group preferences would be moderated by participant religiosity. Though no main effect for religious group affiliation was found, moderator analyses revealed that highly religious individuals had a lower desire to establish working relationships with or work for a firm employing a prospective Muslim co-worker, while lower religiosity individuals exhibited no such preferences. Research and practical implications are discussed.