This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Mohammed, S. Articles by Angell, L. C. Search for Related Content Social Bookmarking                         What's this?

Personality Heterogeneity in Teams

Which Differences Make a Difference for Team Performance?

Pennsylvania State University sxm40{at}psu.edu

Linda C. Angell

Industrial Research Ltd. Victoria University of Wellington

The purpose of this study was to investigate the effect of personality heterogeneity on team performance. Relationships were tested from 267 business students in 59 teams working on process improvement projects sponsored by organizations. The impact of personalitycomposition on two types of team tasks (oral vs. written) was examined. Relationships between predictors and criteria differed depending on the type of task performed. Specifically, higher variability on agreeableness and neuroticism resulted in lower oral presentation scores, whereas higher variability on extraversion resulted in higher oral presentation scores. Teams with higher mean cognitive ability scored better on written reports. The implications of these findings for the study of team performance are discussed.

Key Words: teams • groups • personality • diversity • heterogeneity

Small Group Research, Vol. 34, No. 6, 651-677 (2003)
DOI: 10.1177/1046496403257228


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				M. A. G. Peeters, C. G. Rutte, H. F. J. M. van Tuijl, and I. M. M. J. Reymen Designing in Teams: Does Personality Matter? Small Group Research, August 1, 2008; 39(4): 438 - 467. [Abstract] [PDF]

				J. Mathieu, M. T. Maynard, T. Rapp, and L. Gilson Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future Journal of Management, June 1, 2008; 34(3): 410 - 476. [Abstract] [PDF]

				S. K. Horwitz and I. B. Horwitz The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography Journal of Management, December 1, 2007; 33(6): 987 - 1015. [Abstract] [PDF]

				M. L. Loughry, M. W. Ohland, and D. DeWayne Moore Development of a Theory-Based Assessment of Team Member Effectiveness Educational and Psychological Measurement, June 1, 2007; 67(3): 505 - 524. [Abstract] [PDF]

				R. Rico, E. Molleman, M. Sanchez-Manzanares, and G. S. Van der Vegt The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration Journal of Management, February 1, 2007; 33(1): 111 - 132. [Abstract] [PDF]

				M. A. G. Peeters, C. G. Rutte, H. F. J. M. van Tuijl, and I. M. M. J. Reymen The Big Five Personality Traits and Individual Satisfaction With the Team Small Group Research, April 1, 2006; 37(2): 187 - 211. [Abstract] [PDF]