Age diversity in teams: Examining the impact of the least agreeable member
Our research examined how team age diversity can be either detrimental or beneficial for team performance depending on team agreeableness minimum. In age diverse teams, a disagreeable teammate may trigger age-based stereotypes about his/her social group, thereby activating social categorization. Thi...
| Main Authors: | , , , , , |
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| Format: | Journal Article |
| Language: | English |
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WILEY
2022
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| Subjects: | |
| Online Access: | http://purl.org/au-research/grants/arc/DE170100182 http://hdl.handle.net/20.500.11937/92795 |
| _version_ | 1848765666313633792 |
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| author | Luksyte, A. Avery, D.R. Parker, Sharon Wang, Y. Johnson, L.U. Crepeau, L. |
| author_facet | Luksyte, A. Avery, D.R. Parker, Sharon Wang, Y. Johnson, L.U. Crepeau, L. |
| author_sort | Luksyte, A. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Our research examined how team age diversity can be either detrimental or beneficial for team performance depending on team agreeableness minimum. In age diverse teams, a disagreeable teammate may trigger age-based stereotypes about his/her social group, thereby activating social categorization. This would result in decreased relational team functioning and worsened team performance. When the least agreeable member scores high on agreeableness, negative social categorization processes may not be triggered in age diverse teams. They may focus on informational diversity with beneficial effects for team relational processes and team performance. We tested our model in three samples (Study 1: k = 81, N = 254; Study 2: k = 109, N = 434; Study 3: k = 195, N = 1784) wherein performance was measured both objectively (Studies 1 and 2) and subjectively (Study 3). In both Studies 1 and 2, team age diversity was positively related to team performance when team agreeableness minimum was high. In Study 2, when the least agreeable person scored low on agreeableness, greater age diversity resulted in lower performance, and this relationship was mediated by higher interpersonal conflict. In Study 3, these interactive effects transpire via reduced team cohesion—another aspect of relational team functioning. |
| first_indexed | 2025-11-14T11:38:52Z |
| format | Journal Article |
| id | curtin-20.500.11937-92795 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:38:52Z |
| publishDate | 2022 |
| publisher | WILEY |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-927952023-11-01T04:06:23Z Age diversity in teams: Examining the impact of the least agreeable member Luksyte, A. Avery, D.R. Parker, Sharon Wang, Y. Johnson, L.U. Crepeau, L. Social Sciences Business Psychology, Applied Management Business & Economics Psychology team age diversity team agreeableness minimum team cohesion team interpersonal conflict team performance team personality ORGANIZATIONAL CITIZENSHIP BEHAVIOR JOB-RELATED DIVERSITY PERFORMANCE RELATIONSHIPS GENDER DIVERSITY LEVEL DIVERSITY MODERATING ROLE SURFACE-LEVEL CONFLICT TASK COHESION Our research examined how team age diversity can be either detrimental or beneficial for team performance depending on team agreeableness minimum. In age diverse teams, a disagreeable teammate may trigger age-based stereotypes about his/her social group, thereby activating social categorization. This would result in decreased relational team functioning and worsened team performance. When the least agreeable member scores high on agreeableness, negative social categorization processes may not be triggered in age diverse teams. They may focus on informational diversity with beneficial effects for team relational processes and team performance. We tested our model in three samples (Study 1: k = 81, N = 254; Study 2: k = 109, N = 434; Study 3: k = 195, N = 1784) wherein performance was measured both objectively (Studies 1 and 2) and subjectively (Study 3). In both Studies 1 and 2, team age diversity was positively related to team performance when team agreeableness minimum was high. In Study 2, when the least agreeable person scored low on agreeableness, greater age diversity resulted in lower performance, and this relationship was mediated by higher interpersonal conflict. In Study 3, these interactive effects transpire via reduced team cohesion—another aspect of relational team functioning. 2022 Journal Article http://hdl.handle.net/20.500.11937/92795 10.1002/job.2570 English http://purl.org/au-research/grants/arc/DE170100182 http://purl.org/au-research/grants/arc/FL160100033 WILEY fulltext |
| spellingShingle | Social Sciences Business Psychology, Applied Management Business & Economics Psychology team age diversity team agreeableness minimum team cohesion team interpersonal conflict team performance team personality ORGANIZATIONAL CITIZENSHIP BEHAVIOR JOB-RELATED DIVERSITY PERFORMANCE RELATIONSHIPS GENDER DIVERSITY LEVEL DIVERSITY MODERATING ROLE SURFACE-LEVEL CONFLICT TASK COHESION Luksyte, A. Avery, D.R. Parker, Sharon Wang, Y. Johnson, L.U. Crepeau, L. Age diversity in teams: Examining the impact of the least agreeable member |
| title | Age diversity in teams: Examining the impact of the least agreeable member |
| title_full | Age diversity in teams: Examining the impact of the least agreeable member |
| title_fullStr | Age diversity in teams: Examining the impact of the least agreeable member |
| title_full_unstemmed | Age diversity in teams: Examining the impact of the least agreeable member |
| title_short | Age diversity in teams: Examining the impact of the least agreeable member |
| title_sort | age diversity in teams: examining the impact of the least agreeable member |
| topic | Social Sciences Business Psychology, Applied Management Business & Economics Psychology team age diversity team agreeableness minimum team cohesion team interpersonal conflict team performance team personality ORGANIZATIONAL CITIZENSHIP BEHAVIOR JOB-RELATED DIVERSITY PERFORMANCE RELATIONSHIPS GENDER DIVERSITY LEVEL DIVERSITY MODERATING ROLE SURFACE-LEVEL CONFLICT TASK COHESION |
| url | http://purl.org/au-research/grants/arc/DE170100182 http://purl.org/au-research/grants/arc/DE170100182 http://hdl.handle.net/20.500.11937/92795 |