Diversity mindsets and the performance of diverse teams

Abstract

Diversity can enhance as well as disrupt team performance. Diversity beliefs and climates may play an important moderating role in these effects, but it is unclear what form these should take to promote the positive effects of diversity. Addressing this question in an integration of research in team cognition and diversity, we advance the concept of diversity mindsets, defined as team members' mental representations of team diversity. These mindsets capture diversity-related goals and associated procedural implications for goal achievement. We develop theory about the accuracy, sharedness, and awareness of sharedness of mindsets as moderators of the diversity-performance relationship. We also identify the determinants of these aspects of diversity mindsets. Finally, we discuss the implications of our model for the management of diversity. © 2013 Elsevier Inc.