From heterogeneity to inequality: The impact of nationality diversity on leadership in multinational teams
Keywords: 
Nationality
Leadership
Identity
Status
Heterogeneity
Inequality
Multinational teams
Warmth
Competence
Issue Date: 
29-Mar-2024
Publisher: 
Elsevier
ISSN: 
1878-5573
Editorial note: 
This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
Citation: 
Mohan, G. (Gouri); Paunova, M. (Minna); Lee, Y. T. (Yih-Teen). "From heterogeneity to inequality: The impact of nationality diversity on leadership in multinational teams". Journal of world business. (59), 2024-03-29, 101535
Abstract
This study distinguishes heterogeneity and inequality by exploring how nationality diversity influences leadership perceptions in multinational teams. Using two studies that assessed 105 (Study 1) and 40 (Study 2) teams comprising 4,120 and 2,180 dyads respectively, we find that nationality-based status influences leadership perceptions directly and indirectly through competence perceptions of higher-status peers. Nationality-based identity had no direct effect, but some evidence suggests an indirect effect on leadership that was mediated by warmth perceptions of culturally similar peers. These findings highlight nationality as a source of inequality beyond heterogeneity, elucidating the social perceptual paths that shape leadership in multinational contexts.
Appears in Collections:

Files in This Item:
Thumbnail
File
1-s2.0-S1090951624000191.pdf
Description
Size
512.86 kB
Format
Adobe PDF


Statistics and impact
0 citas en
0 citas en

Items in Dadun are protected by copyright, with all rights reserved, unless otherwise indicated.