Professional faultlines and interprofessional differentiation in multidisciplinary team innovation: The moderating role of inclusive leadership

Abstract

Interprofessional health care teams are increasingly employed to solve complex problems through innovative solutions. However, there is evidence that such teams are not always successful. The impact of profession and professional divides is likely to be particularly important in health care teams as team membership and contribution typically derive from member's unique professional expertise. Yet, there remains a dearth of research exploring the role of professional faultlines in multidisciplinary teams. In an effort to address this research gap, we explore the role of professional faultlines in interprofessional team innovation. Drawing on faultline theory and learning from the sociology of the professions, this study develops and investigates a model of team innovation predicted by professional faultlines. More specifically, we propose that professional faultlines increase interprofessional differentiation within teams and, through this mediator, increase innovation, contingent on interprofessional inclusive leadership. We investigate our model and hypothesis using a cross-sectional correlational design. Survey data of 70 interprofessional health care teams is used to investigate our model. Support is found for our moderated mediation model. We find evidence that professional faultlines increase interprofessional differentiation, which, in turn, increases team innovation contingent on inclusive leadership. Our study finding allows us to contribute to the evolving discussion on health care teams and team faultlines, particularly professional faultlines, and their role in team innovation. A number of strategies to increase innovation in interprofessional teams are indicated by our findings. In particular, the role of inclusive leadership is highlighted as a useful approach, particularly when profession aligns with biodemographic attributes, such as gender.