Abstract
Minority dissent disrupts stability but also stimulates individual creativity, the quality of group decision making, and organizational adaptiveness. It is argued that we know little about antecedents of minority dissent in organizations. To fill this void, managers (N= 108) were asked about their willingness to take up a minority position within their team or work unit. Results showed that willingness to dissent was predicted by the manager's extraversion, as well as by group factors, including possibility for communication, goal clarity, and past neglect of disagreements. Implications for theory and practice are discussed.
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