Neha Shah research collaboration on team dynamics discussed in Success Magazine article

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Monday, May 11, 2015
Newark, NJ

You have a spot to fill on a team. Two qualified candidates come to mind. One is bright and gregarious—she radiates energy and is well-liked around the office. The other is quiet and nervous—he has a reputation for being obsessive and can be off-putting. It’s a no-brainer, right? The extrovert will shine; the neurotic will shrink.

Think again, says Corinne Bendersky, associate professor of management and organizations at UCLA’s Anderson School of Management. She believes that the assumptions people make and the expectations they have about how much value colleagues with different personality types will bring to a group are usually wrong.

Bendersky and her collaborator, Neha Shah of Rutgers Business School, have studied how status changes are driven by the perceptions of an individual’s peers.

Bendersky considered the influence of personality type on these perceptions, with a focus on the two dimensions of the Big Five traits that previous research has shown are most strongly associated with status in groups: extroversion and neuroticism (she controlled for the other traits, which are agreeableness, conscientiousness and openness to experience). As interdependent work unfolds, she finds, extroverts lose stature and neurotics gain stature.

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TAGS: Management and Global Business Neha Shah Teamwork