Open Access

Western organizations increasingly organize work in team-based structures. Members of these teams often differ in various diversity attributes (e. g., gender, age, cultural background). In response, research aims to provide evidence-based recommendations on how to effectively manage diversity in teams. Within diversity research, the diversity faultlines approach has been particularly fruitful. It considers the impact of the alignment of multiple diversity attributes in teams. Strong diversity faultlines are associated with the emergence of relatively homogeneous subgroups in teams and have an overall negative impact on team processes and outcomes. This dissertation investigates factors that mitigate the detrimental consequences of strong diversity faultlines in teams, namely pro-diversity beliefs. It extends faultline literature beyond the conventional focus on processes and outcomes related to team members by emphasizing the leaders´ perspective. The three empirical papers included in this dissertation systematically examine how strong pro-diversity beliefs can help unleashing the positive effects of team diversity despite strong faultlines. The first paper highlights the role of leaders´ pro-diversity beliefs in mitigating the negative impact of diversity faultlines on two team processes: perceived cohesion and social loafing. Moreover, it compares the impact of socio-demographic faultlines (based on gender and age) and experience-based faultlines (based on team tenure and education level). Data was collected in a multisource field sample with 217 team members nested in 44 teams and the corresponding leaders. We found that socio-demographic, but not experience-based faultlines were negatively related to perceived cohesion and positively to perceived loafing. Path analysis further revealed that these relationships were mitigated when leaders held strong pro-diversity beliefs. The second paper extends these findings by additionally taking the impact of members´ pro-diversity beliefs into account. It examines whether the impact of sociodemographic faultlines on performance is contingent on leaders´ and members´ pro-diversity beliefs. Moreover, we assumed that aggregate LMX would mediate this relationship. In a multisource data set obtained from 41 teams with 219 members and the corresponding leaders working for the German Ministry of Foreign Affairs, we found partial support for our hypotheses. As expected, the impact of strong socio-demographic faultlines on diplomats´ performance was least negative when both leaders and members held strong pro-diversity beliefs. However, neither the two-way interactions of faultlines and leaders´ or members´ prodiversity beliefs nor aggregate LMX had a significant impact in our research model. The third paper zooms into processes and outcomes related to team leaders. It investigates how leaders´ pro-diversity beliefs and their perceptions of members´ prodiversity beliefs in teams with strong socio-demographic faultlines impact leaders´ task role assignment, performance expectation, and motivation. To test our hypotheses, we conducted two experimental studies with students, one in Germany (N = 55) and one in the US (N = 134). Findings showed that strong pro-diversity beliefs held and perceived by leaders made them assign task roles that cross-cut rather than aligned with the subgroup structure created by faultlines. Moreover, leaders´ perceptions of members´ pro-diversity beliefs, but not their own beliefs, had a positive impact on their motivation, mediated by their performance expectation. In sum, findings of these three papers extend the literature on diversity faultlines and leadership by systematically demonstrating the mitigating impact of pro-diversity beliefs on faultlines´ detrimental consequences on processes and outcomes related to team leaders and members. Based on various samples, we showed that it is worthwhile to distinguish between pro-diversity beliefs held by leaders, pro-diversity beliefs held by members, and leaders´ perceptions of members´ pro-diversity beliefs. Fostering strong pro-diversity beliefs among leaders and members should thus be a crucial element of effective diversity faultline management in organizations.