Think Again

disagreeable people speak up more frequently
: Jeffery A. LePine and Linn Van Dyne, “Voice and
Cooperative Behavior as Contrasting Forms of Contextual Performance: Evidence of Differential
Relationships with Big Five Personality Characteristics and Cognitive Ability,” Journal of
Applied Psychology 86 (2001): 326–36.
especially when leaders aren’t receptive
: Samuel T. Hunter and Lily Cushenbery, “Is Being a Jerk
Necessary for Originality? Examining the Role of Disagreeableness in the Sharing and Utilization
of Original Ideas,” Journal of Business and Psychology 30 (2015): 621–39.
foster more task conflict
: Leslie A. DeChurch and Michelle A. Marks, “Maximizing the Benefits of
Task Conflict: The Role of Conflict Management,” International Journal of Conflict Management
12 (2001): 4–22.
dissatisfaction promotes creativity only
: Jing Zhou and Jennifer M. George, “When Job
Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice,” Academy of
Management Journal 44 (2001): 682–96.
cultural misfits are
: Amir Goldberg et al., “Fitting In or Standing Out? The Tradeoffs of Structural
and Cultural Embeddedness,” American Sociological Review 81 (2016): 1190–222.
In building a team
: Joeri Hofmans and Timothy A. Judge, “Hiring for Culture Fit Doesn’t Have to
Undermine Diversity,” Harvard Business Review, September 18, 2019, 
hbr.org/2019/09/hiring-
for-culture-fit-doesnt-have-to-undermine-diversity
.
CEOs who indulge flattery
: Sun Hyun Park, James D. Westphal, and Ithai Stern, “Set Up for a Fall:
The Insidious Effects of Flattery and Opinion Conformity toward Corporate Leaders,”
Administrative Science Quarterly 56 (2011): 257–302.
when employees received tough feedback
: Francesca Gino, “Research: We Drop People Who Give
Us Critical Feedback,” Harvard Business Review, September 16, 2016, 
hbr.org/2016/09/research-
we-drop-people-who-give-us-critical-feedback
.