Unlocking the performance potential of functionally diverse teams: The paradoxical role of leader mood
In a multisource, lagged design field study of 66 consulting teams, we investigated the role of leader mood in unlocking the performance potential of functionally diverse teams. In line with our hypotheses, we found that, given high levels of leader positive mood, functional diversity was positively related to collective team identification. In contrast, given high levels of leader negative mood, functional diversity was positively associated with information elaboration in teams. Furthermore, results showed that functional diversity was most strongly related to team performance when both leader positive mood and leader negative mood were high. This study highlights the value of examining seemingly contradictory leadership aspects in the effort to gain a fuller understanding of how to foster performance in diverse teams.
Veröffentlicht
Shemla, M., Kearney, E., Wegge, J. and Stegmann, S. (2020). Unlocking the performance potential of functionally diverse teams: The paradoxical role of leader mood. Journal of Occupational and Organizational Psychologydoi:10.1111/joop.12303
