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Psychological diversity and team interaction processes: A study of oil‐drilling work teams in Nigeria

Afolabi A. Olukayode (Department of Psychology, Ambrose Alli University, Ekpoma, Edo State, Nigeria)
Benjamin Osayawe Ehigie (Department of Psychology, University of Ibadan, Ibadan, Nigeria)

Team Performance Management

ISSN: 1352-7592

Article publication date: 1 October 2005




To examine how psychological diversity among work team members affects team interaction processes. Psychological diversity is described in terms of personality attributes (emotional stability, extraversion, conscientiousness, openness to experience, and agreeableness), need for achievement (nAch), and emotional intelligence. Team interaction processes include workload sharing, team communication, member flexibility, social cohesion, team viability.


A survey research was conducted that involved 1,421 oil‐drilling workers in 54 work teams. The participants were drawn from five major oil drilling companies in Nigeria. Standardized measures were used to collect data on each of the variables examined.


It was found that each of the measures of team interaction processes is predicted by different psychological diversity measures. However, emotional stability, extraversion, agreeableness and emotional intelligence are significant in predicting overall team interaction processes.

Research limitations/implications

The psychological diversity measures examined are not exhaustive. It is also not clear the extent to which the findings can be generalized to other work settings that are different from oil‐drilling companies.

Practical implications

Human resources management in organizations that work in teams needs to include in their selection programs, psychological measures for identifying applicants who possess requisite psychological features for team work.


Study of the efficacy of psychological variables in enhancing work teams in oil drilling firms in Nigeria.



Olukayode, A.A. and Osayawe Ehigie, B. (2005), "Psychological diversity and team interaction processes: A study of oil‐drilling work teams in Nigeria", Team Performance Management, Vol. 11 No. 7/8, pp. 280-301.



Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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