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Contributing USMA Research Unit(s)
Behavioral Sciences and Leadership
The European Journal of Military Studies-Res Militaris
Work teams are often touted as a way to increase or enhance organizational performance and yet, both research and anecdotal evidence suggest that they often fail to do so. While there are several reasons why teams may not succeed in producing optimal performance, one particularly salient issue is the underutilization of team members’ knowledge and skills. Indeed, it is well documented that team members are often unable to fully capitalize on the team’s collective know-how due to members’ inability to see beyond their own demographic, be it gender, race or social status, to leverage one another’s task-relevant knowledge, skills, and abilities. Unfortunately, this oversight can leave much of the team’s talent untapped, potentially hindering the team’s performance. The cost of this oversight can be significantly deleterious to military operations.
 Addison & Haig, 2012 ; Pentland, 2012 ; Devaraj & Jiang, 2019.
 Thatcher & Patel, 2011 ; van Dijk et al., 2012 ; Malik et al., 2019.
 Hackman, 2002 ; Bachrach et al., 2019.
 Foschi et al., 1985 ; Randolph, 2019.
 Kochan et al., 2003 ; Austin, 2003 ; Hochberg, 2020.
Social Psychology, Stereotyping, Team Dynamics, Team Performance, Leadership
Young, L. & Wetzler, E. (2021) Stereotyping and Team Performance: Evidence from a Military Context. The European Journal of Military Studies. 11(2).