Facing differences with an open mind: Openness to Experience, salience of intra-group differences, and performance of diverse groups.

This study examined how the performance of diverse teams is affected by member openness to experience and the extent to which team reward structure emphasizes intragroup differences. Fifty-eight heterogeneous four-person teams engaged in an interactive task. Teams in which reward structure converged with diversity (i.e., "faultline" teams) performed more poorly than teams in which reward structure cut across differences between group members or pointed to a "superordinate identity." High openness to experience positively influenced teams in which differences were salient (i.e., faultline and "cross-categorized" teams) but not teams with a superordinate identity. This effect was mediated by information elaboration

Gangs, displaced, and group-based aggression

Many urban areas experienced an alarming growth of gang activity and violence during the end of the 20th and the beginning of the 21st centuries. Gang members, motivated by various factors, commit a variety of different types of violent acts towards rivals and other targets. Our focus involves instances of displaced aggression, which generally refers to situations in which aggression is targeted towards individuals who have either not themselves committed an offense against the aggressor (s), or who provide an offense that is too mild to justify the aggression levels that are expressed towards them. We discuss how social–psychological mechanisms and models of two types of displaced aggression might help explain some aspects of the retaliatory behavior that is expressed by members of street gangs. We also propose general techniques that have the potential to reduce such aggressive behavior

Illuminating a cross-cultural leadership challenge: When identity groups collide

When societal conflicts between social identity groups spill over into organizations, leaders face the formidable challenge of attempting to bridge differences and manage the conflict in order to accomplish work. After reviewing the literature on intergroup conflict, workplace diversity and social identity theory, we examine four potential leadership strategies for managing identity-based conflicts. The four leadership strategies are decategorization, recategorization, subcategorization and crosscutting. Examples drawn from an interview-based study are used to illustrate theoretical constructs found in the literature. We then consider each of these strategies in cross-cultural contexts and generate propositions to reflect differences in the effectiveness of the strategies in collectivist versus individualist cultures

You Wouldn’t Like Me When I’m Angry: A Daily Diary Study of Displaced Online Aggression in Dual‐Earner Couples

Item does not contain fulltextModern technologies can aid working processes as well as provide individuals with an opportunity to connect and form interpersonal relationships. However, they can also create a context for displaced aggression. In this study, we examine whether people experiencing work stressors may engage in online antisocial behavioral as a means of venting their negative emotions. Specifically, we investigate whether experiencing stressors at work fuels anger in the private context and whether this anger triggers subsequent displaced aggression in the form of antisocial online behavior (AOB) throughout the evening. Additionally, we examine the crossover of anger to AOB in couples in their private context. We conducted a diary study amongst 95 dual‐earner couples, twice a day, during five consecutive working days. Results confirmed that men’s daily work stressors spilled over to their private context in the form of anger after work and AOB throughout the evening. No crossover effects were found from their partner. For women, a crossover effect was found of their partner's work stressors and anger on their own AOB. These results demonstrate gender differences in displaced online aggression.29 p