Does functional diversity increase effectiveness of community care teams? The moderating role of shared vision, interaction frequency, and team reflexivity

Abstract

As interprofessional collaboration becomes more commonplace in health and social care, both scholars and practitioners are searching for ways to make the most out of functionally diverse teams. Earlier research has shown that the presence of different functional backgrounds may lead teams to perform better, because they have a larger pool of knowledge and experience to draw from. Other studies show, however, that functional diversity increases categorization, reduces team cohesion, and complicates interpersonal communication, thereby reducing performance. It remains unclear under which conditions positive or negative outcomes may occur. The present research tested the influence of functional diversity on team identity, team performance, and client satisfaction, and examined factors which may moderate these relationships. Based on earlier studies in this specific context, we focused on three team processes as possible moderators: shared vision, interaction frequency, and team reflexivity. In a survey among health and social care professionals working in community care teams in the Netherlands (n = 167), all three are shown to moderate the relationship between functional diversity and team effectiveness. In the absence of these processes, functional diversity appears to reduce team outcomes, whereas when these processes are present, the relationships are positive. In sum, in order for community care teams to reap the benefits of functional diversity, it is essential that members develop a shared vision, interact frequently, and practice team reflexivity.

A moderated mediation model of intragroup conflict

“…During these transition phases, a team is primarily concerned with the evaluation of its performance and focuses on planning activities (Lyubovnikova et al , 2017). In their study of community care teams, Hofhuis et al (2018) found that open discussions about communication and cooperation made the best use of team members’ backgrounds.…”

When does gender diversity enhance team performance? The dual need for visionary leadership and team tenure

“…These outcomes of leader vision communication—creating a shared sense of purpose for the future and generating shared goals—should help teams see past surface‐level gender differences because team members will focus on the vision of the future and be motivated to work together to attain the leader's vision. Indeed, prior research finds that teams with a shared vision are able to overcome team diversity and leverage differences for the benefit of the team (Hofhuis et al., 2018). Further, leaders who communicate a vision will likely make demographic diversity less pertinent by getting employees to buy into a larger cause (Greer, Homan, De Hoogh, & Den Hartog, 2012) and share an ultimate goal (Carton et al., 2014).…”

Antecedents of Knowledge Interaction in the Sustainable Interdisciplinary Research Team: A Mixed Research Method

“…Shared vision is defined as the degree to which team members have a clear picture of, and agree upon, the goals of the team [68]. For SIDRTs, team goals may be more diffused, due to the different functional frameworks within which the team members operate [69].…”