In this chapter, we theorize that metaperceptions (beliefs about how one is viewed by others) derived from social identity categories will influence intrapersonal processing and resultant member interaction patterns in diverse work groups. In turn, such patterns of interactions will affect the quality of emergent states within diverse groups, ultimately impacting group-level outcomes. We will extend previous work in this area by examining the formation, nature, and consequences of metaperceptions in workgroups within which individuals vary with regard to social identities. In addition, we will describe the implications of metaperceptions for the effective leadership of diverse groups.
King, E.B., Kaplan, S. and Zaccaro, S. (2008), "Metaperceptions in diverse work groups: Intrapersonal perspectives and intragroup processes", Phillips, K.W. (Ed.) Diversity and Groups (Research on Managing Groups and Teams, Vol. 11), Emerald Group Publishing Limited, Bingley, pp. 109-141. https://doi.org/10.1016/S1534-0856(08)11006-4
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