The bright and the dark side of team diversity: Uncovering the effective functioning drivers

Purpose This study aims to investigate when and how diversity has a positive impact on the effective functioning of the teams and when and how it leads to team dysfunctionality. It explores the strategic drivers that influence team dynamics on the basis of the Social Cognitive Theory. Design/methodology/approach Qualitative in-depth interviews with Italian healthcare employees were conducted to collect empirical experiences from 15 key informants working in and with healthcare diversified teams. The data were interpreted using reflexive thematic analysis, which facilitated the exploration and identification of core strategic drivers connected to team diversity. Findings This study, in light of the social cognitive theory, underscores the value of diversity in mixing competencies, perspectives, and resources to address complex challenges, particularly in healthcare settings. However, it also highlights that diversity can become counterproductive when team members lack shared goals or alignment, resulting in miscommunication, poor coordination, and overall dysfunction. In this scenario, six themes emerged from the thematic analysis: (1) task-related; (2) biodemographic functionalities and dysfunctionalities; (3) leaders vs free riders; (4) external environment dynamics; (5) the supervisor's role; (6) the temporal dynamics of team diversity. Originality/value This study contributes to the existing literature on team dynamics as one of the few qualitative investigations specifically aimed at understanding when team diversity becomes functional or dysfunctional. Theoretically, it provides qualitative evidence grounded in the social cognitive theory, whereas practically, the study offers actionable strategies for managers, highlighting the key strategic drivers that can either prevent or foster team dysfunction. Highlights