Development of a model of the antecedents and consequences of an inclusivie team climate

Exclusion due to the tendency of people to form subgroups based on perceived interpersonal similarities and dissimilarities still prevents many individuals and teams from reaching their full potential. Using research from the social psychology and organisational behaviour literature we examine the relationship between perceived dissimilarity, subgroup formation and team climate and individual team member's responses to the team and propose a model of the antecedents and consequences of individual team members propensity to perceive dissimilarity and an inclusive team climate.