Skip to main content

Getting tuned in to those who are different: The role of empathy as mediator between diversity and performance

  • Chapter
Managing Diversity in Organizations

Part of the book series: ZfB-Special Issues ((ZFB))

  • 3387 Accesses

Abstract

We present a theoretical model on the processes that mediate and moderate the diversityperformance relationship. Past research on this topic—for example the categorization elaboration model (van Knippenberg et al. 2004)—has often focused on information elaboration as mediator. Complementing this cognitive perspective, we propose that group diversity can also stimulate group members to engage with each other emotionally, resulting in higher levels of empathy—an emotional state which arises from the comprehension and apprehension of fellow group members’ emotional state. Empathy, in turn, is likely to enhance performance through processes within a single group member and through processes between group members. At the core of the model lies the proposition that group- as well as individual-level empathy mediate the relationship between diversity of organizational units and the performance of individual members and groups at large (multilevel mediation). Furthermore, we specify moderating conditions for the relationship between diversity and empathy. Diversity beliefs and diversity climates are introduced as second-order moderators.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 29.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 37.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Anderson NR, West MA (1998) Measuring climate for work group innovation: development and validation of the team climate inventory. J Organ Beha 19(3):235–258

    Article  Google Scholar 

  • Anderson C, Keltner D, John OP (2003) Emotional convergence between people over time. J Pers Soc Psychol 84(5):1054–1068

    Article  Google Scholar 

  • Bargh JA, Chaiken S, TropeY (1999) The cognitive monster: the case against the controllability of automatic stereotype effects. Guilford Press, NewYork

    Google Scholar 

  • Barsade SG (2002) The ripple effects: emotional contagion and its influence on group behavior. Adm Sci Q 47(4):644–675

    Article  Google Scholar 

  • Batson CD (1991) The altruism question: toward a social-psychological answer. Erlbaum, Hillsdale

    Google Scholar 

  • Batson CD (2010) Empathy-induced altruistic motivation. In: Mikulincer M, Shaver PR (eds) Prosocial motives, emotions, and behavior: the better angles of our nature. American Psychological Association,Washington, pp 15–53

    Chapter  Google Scholar 

  • Batson CD,Ahmad N (2001) Empathy-induced altruism in a prisoner’s dilemma ii: what if the target of empathy has defected? Eur J Soc Psychol 31(1):25–36

    Article  Google Scholar 

  • Batson CD, Ahmad NY (2009) Using empathy to improve intergroup attitudes and relations. Soc Issues Policy Rev 3(1):141–177

    Article  Google Scholar 

  • Batson CD, Moran T (1999) Empathy-induced altruism in a prisoner’s dilemma. Eur J Soc Psychol 29(7):909–924

    Article  Google Scholar 

  • Batson CD, Early S, Salvarani G (1997a) Perspective taking: imagining how another feels versus imagining how you would feel. Pers Soc Psychol Bull 23(7):751–758. doi:10.1177/0146167297237008

    Article  Google Scholar 

  • Batson CD, Polycarpou MP, Harmon-Jones E, Imhoff HJ, Mitchener EC, Bednar LL, Klein TR, Highberger L (1997b) Empathy and attitudes: can feeling for a member of a stigmatized group improve feeling toward the group? J Pers Soc Psychol 72(1):105–118. doi:10.1037/0022- 3514.72.1.105

    Article  Google Scholar 

  • Batson CD, Chang J, Orr R, Rowland J (2002) Empathy, attitudes, and action: can feeling for a member of a stigmatized group motivate one to help the group? Pers Soc Psychol Bull 28(12):1656–1666. doi:10.1177/014616702237647

    Article  Google Scholar 

  • Bohner G, Apostolidou W (1994) Mood and persuasion: independent effects of affect before and after message processing. J Soc Psychol 134(5):707–709

    Article  Google Scholar 

  • Bohner G, Chaiken S, Hunyadi P (1994) The role of mood and message ambiguity in the interplay of heuristic and systematic processing. Eur J Soc Psychol 24(1):207–221

    Article  Google Scholar 

  • Brodbeck FC, Kerschreiter R, Mojzisch A, Schulz-Hardt S (2007) Group decision making under conditions of distributed knowledge: the information asymmetries model. Acad Manag Rev 32(2):459–479

    Article  Google Scholar 

  • Chaiken S, TropeY (1999) Dual-process theories in social psychology. Guilford Press, NewYork

    Google Scholar 

  • Chan D (1998) Functional relations among constructs in the same content domain at different levels of analysis: a typology of composition models. J Appl Psychol 83(2):234–246

    Article  Google Scholar 

  • Crabb WT, Moracco JC, Bender RC (1983) A comparative study of empathy training with programmed instruction for lay helpers. J Couns Psychol 30(2):221–226. doi:10.1037/0022- 0167.30.2.221

    Article  Google Scholar 

  • Davis MH (1994) Empathy: a social psychological approach.Westview Press,Boulder De Dreu CKW (2011) Conflict at work: basic principles and applied issues. In: Zedeck S (ed) Handbook of industrial and organizational psychology, vol 3.APA Press,Washington, pp 461–493. (Maintaining, expanding, and contracting the organization)

    Google Scholar 

  • De Church LA, Mesmer-Magnus JR (2010) The cognitive underpinnings of effective teamwork: a meta-analysis. J Appl Psychol 95(1):32–53

    Article  Google Scholar 

  • Druskat VU, Wolff SB (2001a) Building the emotional intelligence of groups. Harvard Bus Rev 79(3):80–90

    Google Scholar 

  • Druskat VU,Wolff SB(2001b) Group emotional intelligence and its influence on group effectiveness. In: Cherniss C, Goleman D (eds) The emotionally intelligent workplace. Jossey-Bess, San Francisco, pp 132–155

    Google Scholar 

  • Edmondson AC (1999) Psychological safety and learning behavior in work teams. Adm Sci Q 44(2):350–383

    Article  Google Scholar 

  • Ensari NK, Miller N (2006) The application of the personalization model in diversity management. Group Process Intergroup Relat 9(4):589–607

    Article  Google Scholar 

  • Ensher EA, Grant-Vallone EJ, Donaldson SI (2001) Effects of perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behavior, and grievances. Hum Resour Devel Quart 12(1):53–72

    Article  Google Scholar 

  • Erera PI (1997) Empathy training for helping professionals: model and evaluation. J SocWork Educ 33(2):245–260

    Google Scholar 

  • Forgas JP (1995) Mood and judgment: the affect infusion model (aim). Psychol Bull 117(1):39–66

    Article  Google Scholar 

  • George JM (1990) Personality, affect, and behavior in groups. J Appl Psychol 75(2):107–116

    Article  Google Scholar 

  • George JM, King EB (2007) Potential pitfalls of affect convergence in teams: functions and dysfunctions of group affective tone. In Mannix EA, Neale MA (eds) Research on managing groups and teams, vol 10. Elsevier, Oxford, pp 97–123

    Google Scholar 

  • Gibbs JC (2003) Moral development and reality: beyond the theory of kohlberg and hoffman. Sage, Thousand Oaks

    Google Scholar 

  • Gibson C,Vermeulen F (2003)A healthy divide: subgroups as a stimulus for team learning behavior. Adm Sci Q 48(2):202–239

    Article  Google Scholar 

  • Goldstein AP, Michaels GY (1985) Empathy: development, training, and consequences. Erlbaum, Hilldsale

    Google Scholar 

  • Harrison DA, Kravitz DA, Mayer DM, Leslie LM, Lev-Arey D (2006) Understanding attitudes toward affirmative action programs in employment: summary and meta-analysis of 35 years of research. J Appl Psychol 91(5):1013–1036

    Article  Google Scholar 

  • Harrison DA, Sin H-P (2006) What is diversity and how should it be measured? In: Konrad AM, Prasad P, Pringle JK (eds) Handbook of workplace diversity. Sage, Thousand Oaks, Inc., pp 191–216

    Google Scholar 

  • Haslam SA (2004) Psychology in organizations—the social identity approach, 2 edn. Sage, London

    Google Scholar 

  • Haslam SA, O’Brien A, Jetten J, Vormedal K, Penna S (2005) Taking the strain: social identity, social support, and the experience of stress. Br J Soc Psychol 44(3):355–370. doi:10.1348/014466605X37468

    Article  Google Scholar 

  • Haslam SA, van Dick R (2011) A social identity analysis of organizational well-being. In: Cremer DD, van Dick R, Murnighan JK (eds) Social psychology and organizations. Taylor & Francis, NewYork, pp 325–352

    Google Scholar 

  • Hochschild AR (1983) The managed heart: commercialization of human feeling. University of California Press, Berkeley

    Google Scholar 

  • Hoffman ML (2000) Empathy and moral development: implications for caring and justice. Cambridge University Press, NewYork

    Google Scholar 

  • Homan AC, Hollenbeck JR, Humphrey SE,Van Knippenberg D, Ilgen DR,Van Kleef GA(2008) Facing differences with an open mind: openness to experience, salience of intragroup differences, and performance of diverse work groups. Acad Manag J 51(6):1204–1222

    Article  Google Scholar 

  • Jackson SE, Joshi A (2011) Work team diversity. In: Zedeck S (ed) Apa handbook of industrial and organizational psychology, vol 1. American Psychological Association, Washington, pp 651–686. (Building and developing the organization)

    Google Scholar 

  • Joshi A, Roh H (2009) The role of context in work team diversity research: a meta-analytic review. Acad Manag J 52(3):599–627

    Article  Google Scholar 

  • Jost JT, Rudman LA, Blair IV, Carney DR, Dasgupta N, Glaser J, Hardin CD (2009) The existence of implicit bias is beyond reasonable doubt: a refutation of ideological and methodological objections and executive summary of ten studies that no manager should ignore. Res Organ Behav 29:39–69

    Article  Google Scholar 

  • Judge TA, Thoresen CJ, Bono JE, Patton GK (2001) The job satisfaction-job performance relationship: a qualitative and quantitative review. Psychol Bull 127(3):376–407

    Article  Google Scholar 

  • Kalev A, Dobbin F,Kelly E (2006) Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. Am Soc Rev 71(4):589–617

    Article  Google Scholar 

  • Kamdar D, McAllister DJ, Turban DB (2006) “All in a day’s work”: how follower individual differences and justice perceptions predict ocb role definitions and behavior. J Appl Psychol 91(4):841–855

    Article  Google Scholar 

  • Kearney E, Gebert D (2009) Managing diversity and enhancing team outcomes: the promise of transformational leadership. J Appl Psychol 94(1):77–89

    Article  Google Scholar 

  • Kearney E, Gebert D, Voelpel S (2008) When and how diversity benefits teams: the importance of team member’s need for cognition. Acad Manag J 52:452–445

    Google Scholar 

  • Kochan T, Bezrukova K, Ely R, Jackson S, Joshi A, Jehn K, Leonard J, Levine D, Thomas D (2003) The effects of diversity on business performance: report of the diversity research network. HumResour Manag 42(1):3–21

    Article  Google Scholar 

  • Kozlowski SWJ, Klein KJ (2000) A multilevel approach to theory and research in organizations: contextual, temporal, and emergent processes. In: Klein KJ, Kozlowski SWJ (eds) Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions. Jossey-Bass, San Francisco, pp 3–90

    Google Scholar 

  • Lazarus RS, Folkman S (1984) Stress, appraisal, and coping. Springer, NewYork

    Google Scholar 

  • Livingstone A, Haslam S (2008)The importance of social identity content in a setting of chronic social conflict: understanding intergroup relations in northern ireland. Br J Soc Psychol 47(1):1–21

    Article  Google Scholar 

  • Losoya SH, Eisenberg N (2001) Affective empathy. In: Hall JA, Bernieri FJ (eds) Theory and measurement. Lawrence Erlbaum Associates Publishers, Mahwah, pp 21–43

    Google Scholar 

  • Marci CD, Ham J, Moran E, Orr SP (2007) Physiologic correlates of perceived therapist empathy and social-emotional process during psychotherapy. J Nerv Ment Dis 195(2):103–111

    Article  Google Scholar 

  • McDouga llW (1908) An introduction to social psychology. Methuen, London

    Book  Google Scholar 

  • McGarty C (2001) Social identity theory does not maintain that identification produces bias, and self-categorization theory does not maintain that salience is identification: two comments on mummendey, klink and brown. Br J Soc Psychol 40:173–176

    Article  Google Scholar 

  • Mesmer-Magnus JR, DeChurch LA (2009) Information sharing and team performance: a metaanalysis. J Appl Psychol 94(2):535–546

    Article  Google Scholar 

  • Milton LP, Westphal JD (2005) Identity confirmation networks and cooperation in groups. Acad Manag J 48(2):191–212

    Article  Google Scholar 

  • Motowidlo SJ (2003) Job performance. In: Borman WC, Ilgen DR, Klimoski RJ (eds) Handbook of psychology: industrial and organizational psychology, vol 12.Wiley, Hoboken, pp 39–53

    Google Scholar 

  • Nelson DW, Klein CT, Irvin JE (2003) Motivational antecedents of empathy: inhibiting effects of fatigue. Basic Appl Soc Psychol 25(1):37–50

    Article  Google Scholar 

  • Pacala JT, Boult C, Bland C, O’Brien J (1995) Aging game improves medical students caring for elders. Gerontol Geriatr Educ 15(4):45–57

    Article  Google Scholar 

  • Park B, Judd CM (2005) Rethinking the link between categorization and prejudice within the social cognition perspective. Pers Soc Psychol Rev 9(2):108–130

    Article  Google Scholar 

  • Pendry LF, Driscoll DM, Field SCT (2007) Diversity training: putting theory into practice. J Occup Organ Psychol 80(1):27–50

    Article  Google Scholar 

  • Pettigrew TF, Tropp LR (2008) How does intergroup contact reduce prejudice? Meta-analytic tests of three mediators. Eur J Soc Psychol 38(6):922–934. doi:10.1002/ejsp.504

    Article  Google Scholar 

  • Phillips KW, Lount RB (2007) The affective consequences of diversity and homogeneity in groups. In: Mannix EA, Neale MA,Anderson CP (eds) Research on managing groups and teams: affect and groups, vol 10. Elsevier, Oxford, pp 1–20

    Google Scholar 

  • Phillips KW, Rothbard NP, Dumas TL (2009) To disclose or not to disclose? Status distance and self-disclosure in diverse environments. Acad Manag Rev 34(4):710–732

    Article  Google Scholar 

  • Podsakoff NP, Whiting SW, Podsakoff PM, Blume BD (2009) Individual- and organizationallevel consequences of organizational citizenship behaviors: a meta-analysis. J Appl Psychol 94(1):122–141

    Article  Google Scholar 

  • Reiter-Palmon R,Wiener RL, Ashley G,Winter RJ, Smith RM, Richter EM, Voss-Humke A (2008) The effects of empathy on judgments of sexual harassment complaints. In: Ashkanasy NM, Zerbe WJ, Härtel CEJ (eds) Emotions, ethics and decision-making, vol 4. Emerald Group Publishing Limited, Bingley, pp 285–310. (Research on Emotion in Organizations)

    Chapter  Google Scholar 

  • Roberge M-É (2009)When and howdoes diversity increase group performance?Atheoretical model followed by an experimental study. VCM

    Google Scholar 

  • Roberge M-É, van Dick R(2010). Recognizing the benefits of diversity: when and howdoes diversity increase group performance? Hum Resour Manag Rev 20(4):295–308

    Article  Google Scholar 

  • Schur L, Kruse D, Blanck P (2005) Corporate culture and the employment of persons with disabilities. Behav Sci Law 23(1):3–20

    Article  Google Scholar 

  • Settoon RP, Mossholder KW (2002). Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior. J Appl Psychol 87(2):255–267

    Article  Google Scholar 

  • Shemla M, Wegge J, Kearney E, Schraub E-M (2010) Does perceiving differences in teams make us feel less alike? The moderating role of diversity and identification on affective linkages in work teams. Unpublished Manuscript, Technische Universität Dresden. Dresden, Germany

    Google Scholar 

  • Stahl GK, Maznevski ML, Voigt A, Jonsen K (2010) Unraveling the effects of cultural diversity in teams: a meta-analysis of research on multicultural work groups. J Int Bus Stud 41:690–709. doi:10.1057/jibs.2009.85

    Article  Google Scholar 

  • Stegmann S (2011) Engaging with diversity of social units—a social identity perspective on diversity in organizations (Dissertation). Goethe University, Frankfurt a. M., Germany

    Google Scholar 

  • Stephan WG, Finlay K (1999) The role of empathy in improving intergroup relations. J Soc Issues 55(4):729–743

    Article  Google Scholar 

  • Tajfel H, Billig MG, Bundy RP, Flament C (1971) Social categorization and intergroup behaviour. Eur J Soc Psychol 1(2):149–178

    Article  Google Scholar 

  • Tajfel H, Turner JC (1979) An integrative theory of intergroup conflict. In: Austin WG, Worchel S (eds) The social psychology of intergroup relations. Brooks, Monterey, pp 33–47

    Google Scholar 

  • Tajfel H, Turner JC (1986) The social identity theory of intergroup behavior. In:Worchel S, Austin WG (eds) Psychology of intergroup relations, 2 edn. Nelson-Hall, Chicago, pp 7–24

    Google Scholar 

  • Todd AR, Hanko K, Galinsky AD, Mussweiler T (2011) When focusing on differences leads to similar perspectives. Psychol Sci 22(1):134–141. doi:10.1177/0956797610392929

    Article  Google Scholar 

  • Turner JC, Hogg MA, Oakes PJ, Reicher SD,Wetherell MS (1987) Rediscovering the social group: a self-categorization theory. Basil Blackwell, Inc., Cambridge

    Google Scholar 

  • Van Der Vegt GS, Bunderson JS (2005) Learning and performance in multidisciplinary teams: the importance of collective team identification. Acad Manag J 48(3):532–547

    Article  Google Scholar 

  • van Knippenberg D, Haslam SA (2003) Realizing the diversity dividend: exploring the subtle interplay between identity, ideology, and reality. In: Haslam SA, van Knippenberg D, Platow MJ, Ellemers N (eds) Social identity at work: developing theory for organizational practice. Psychology Press, NewYork, pp 61–77

    Google Scholar 

  • van Knippenberg D, Schippers M (2007)Work group diversity. Annu Rev Psychol 58:515–541

    Article  Google Scholar 

  • van Knippenberg D,De Dreu CKW, Homan AC(2004)Work group diversity and group performance: an integrative model and research agenda. J Appl Psychol 89(6):1008–1022

    Article  Google Scholar 

  • van Knippenberg D, Haslam SA, Platow MJ (2007) Unity through diversity: value-in-diversity beliefs, work group diversity, and group identification. Group Dyn: Theory Res Pract 11(3): 207–222

    Article  Google Scholar 

  • Williams KY, O’Reilly CA III (1998). Demography and diversity in organizations: a review of 40 years of research. In Staw B, Sutton R (eds) Research in organizational behavior: an annual series of analytical essays and critical reviews, vol 20. JAI Press, Greenwich, pp 77–140

    Google Scholar 

  • Wolsko C, Park B, Judd CM,Wittenbrink B (2000) Framing interethnic ideology: effects of multicultural and color-blind perspectives on judgments of groups and individuals. J Pers Soc Psychol 78(4):635–654

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Editor information

Barbara Beham Caroline Straub Joachim Schwalbach

Rights and permissions

Reprints and permissions

Copyright information

© 2012 Springer Gabler | Springer Fachmedien Wiesbaden

About this chapter

Cite this chapter

Stegmann, S., Roberge, MÉ., van Dick, R. (2012). Getting tuned in to those who are different: The role of empathy as mediator between diversity and performance. In: Beham, B., Straub, C., Schwalbach, J. (eds) Managing Diversity in Organizations. ZfB-Special Issues. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-8349-3869-5_3

Download citation

Publish with us

Policies and ethics