The effect of team value diversity on team performance: The mediating role of relationship conflict and the moderating effects of organization citizenship behavior and leader-member exchange quality

Abul Waleed,Sadaqat Ali,Awais Jamal Khattak,Muhammad Farooq Jan,Aamir Nadeem,Wisal Ahmad

doi:10.5267/j.msl.2021.5.001

Abstract

This paper aims to investigate the mediating role of relationship conflict and moderating role of organization citizenship behavior and leader-member-exchange quality on the relationship between team value diversity and team performance. Data was collected from 263 employees of the telecom sector addressing the variables of value diversity, team performance, relationship conflict, OCB and LMX. Regression analysis found that team value diversity negatively affects team performance, and relationship conflict significantly mediates this relationship. It was also found that OCB and LMX significantly moderate the relationship, such that in the presence of these two, value diversity doesn’t affect team performance rather team performance is positive when these two are present. The findings of this research confirm that for effective management of team diversity in organizations, team leaders must also wisely manage relationship conflict.

Highlights

Diversity has always been portrayed as a positive force which leads to improved team performance
This study investigated the effect of value diversity on team performance
It is concluded that value diversity has a negative impact on team performance which implies that value differences among team members negatively affect team performance

Summary

Introduction

Diversity has always been portrayed as a positive force which leads to improved team performance. Diversity has been an important trend which affects the workforce in 21st century. It has been a phenomenon which has profound effects on society in general and workplace in particular (Sadri & Tran 2002). Both practitioners and academics agree that If an organization has to create an environment where employees can perform their job with full potential in order to achieve organization’s goals, the diversity should be effectively managed in organization rather than valuing it (Sadri & Tran, 2002). Social diversity refers to differences which are explicit among team members in social category membership; e.g., ethnic, gender and age. Value diversity has got the greatest potential to enhance both morale and work group performance

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Conclusion