Dissimilarity：Point and source
- The importance of dissimilarity within teams
The organizational demography view about work groups suggests that the mix of personal characteristics is an important element of interpersonal context and has a strong influence on leaders' and subordinates' behaviors (Pfeffer, 1983). This has been highlighted in the stream of studies that use demographic characteristics to represent interpersonal context within a team and examines how the context matters to team dynamics such as informal communication between the supervisor and subordinates (e.g., Jackson et al., 1991; Nathan, Mohrman, & Milliman, 1991). Based on this kind of reasoning, a few studies have explored TMT demographics as moderators of the effectiveness of CEO's leadership styles or strategic choices (e.g., Elenkov, Judge, & Wright, 2005; Mihalache, Jansen, Van Den Bosch, & Volberda, 2012). However, these studies primarily examined demographic diversity within the entire TMT, yet ignored the special position of the CEO as a team leader and underemphasized the interplay between CEO and the rest of TMT (Cao, Simsek, & Zhang, 2010). The current study intends to augment previous efforts by focusing on the differences between the CEO and other TMT members and evaluating their effects
Leaders and followers attribute each other's psychological character and adjust behaviors toward each other based on the perceptions of how their attributes coincide or differ (Nathan et al., 1991).
- Informational demographics
more “hidden” informational demographics such as functional or educational background and tenure
Informational demographics because upper echelons researchers emphasize that they are better at capturing the experiences, information, and perspectives relevant to complex, job-related cognitive tasks and thus have greater influence on senior executive interaction during strategic decision-making (Cao et al., 2010; Mihalache et al., 2012).
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