1827: When Norms Align with Leadership: Functional Diversity, Reflection, and Team Performance (14604)

Built upon the behavioral integrity perspective, the present study delved into the three-way interactive effect among functional diversity, cooperative norms, and leader inclusiveness on team reflection within the context of research and development (R&D) teams. Moreover, the potential mediating role of team reflection between functional diversity and team performance was examined, considering the joint team contingencies of cooperative norms and leader inclusiveness. Multi-wave and multi-source data collected from R&D teams, encompassing 66 team managers and 239 team members, unveiled the presence of this three-way interactive effect in predicting team reflection. Specifically, functional diversity was found to foster greater team reflection when cooperative norms and leader inclusiveness were high. Additionally, team reflection emerged as a mediator in the relationship between functional diversity and team performance, particularly when both cooperative norms and leader inclusiveness were elevated. Finally, we discussed the valuable findings along with the theoretical and managerial implications of the study.

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