When the minority rules: Cultural minority leaders and workplace outcomes

Abstract

In the globalizing and increasingly diverse business environment, management scholars and practitioners have held great interest in how workforce diversity relates to organizational outcomes. Systematic reviews in the late 1990s pointed to mixed effects (Miliken & Martins, 1996; Williams & O’Reilly, 1998), inspiring subsequent theoretical and empirical research into a host of mediators and moderators of the effect of diversity on various outcomes (e.g., Dezsö & Ross, 2012; Joshi & Roh, 2009; Richard, 2000; and van Knippenberg, De Dreu, & Homan, 2004). We focus here on cultural diversity, but prior work has examined diversity on a broad range of characteristics.