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Suspicion has been linked to significant cognitive and behavioural effects, yet its influence in teams remains largely unexplored. We draw on the motivated information processing theory of groups (MIP-G) and interpersonal deception theory to develop a model of suspicion's effect on team innovation through the mediating role of minority dissent. Further, in recognition of the potential dysfunctional role of suspicion and dissent, we explore an important moderator of this mediated path, inclusive leadership. Survey results from 76 healthcare teams lend support to our moderated mediation model. These results provide a valuable contribution to our understanding of the role of suspicion in team information-processing and innovation. [ABSTRACT FROM AUTHOR]

Organizational teams have the capacity to address complex and multifaceted problems through innovative solutions, but their capacity to innovate is far from guaranteed. The quest to address this dilemma has yet to explore the interactive roles of professional and team identification; a surprising omission as both professional and team identification have been separately shown to play an important role in determining team innovation. Responding to this research gap, we explore the potential for professional identification to enhance or undermine healthcare team innovation through minority dissent, and argue that team identification is capable of differentiating between these two contrasting effects. Our survey-based study of 76 US healthcare teams supports our moderated mediation model. By showing how professional and team identification interact, our study provide evidence of this newly emergent line of research into the potential complementarity of divisive and inclusive forms of identification. We suggest that the complementarity of inclusive and divisive forms of identification provide an opportunity for teams to reap the benefits, as well as avoid the detriments, typically associated with each form. [ABSTRACT FROM AUTHOR]

Multidisciplinary teams have the capacity to innovate and solve complex problems largely due to their breadth of knowledge. However, the diverse composition of such teams can lead to conflict and tension, which undermines productivity. This poses a challenge for organizations who want to realize the benefits of multidisciplinary teams without risking the potential for intra-team hostility. Such equivocal results, echoed in the broader diversity literature, have led researchers to explore the potential for diversity's effect to be curvilinear and contingent. One surprising omission in this quest to understand the curvilinear effects of professional diversity is attention to writing on the sociology of the professions that highlights the influence of professional identity and the varying degrees of status ascribed to different professional groups. We draw on this literature, as well as diversity and social identity theories, to posit that professional diversity's curvilinear effect on team innovation is mediated by minority dissent and dependent upon professional identity and perceived interprofessional equity. Our quantitative, survey-based study of 74 US healthcare teams supports the utility of our model and contributes to the evolving discussion on professional diversity. We address substantial gaps in our understanding of how profession influences the dynamics of diverse teams and attempt to account for ambiguities in the impact of professional diversity. We build on accumulating evidence that the influence of team diversity depends on social identity and status dynamics, and build understanding of how professional diversity and identity may together determine team innovation. [ABSTRACT FROM AUTHOR]

Teams, particularly multidisciplinary teams, are particularly valued for their capacity to address complex problems requiring innovative solutions. However, some studies provide evidence that such teams can be characterized by conflict, hostility and poor team outcomes. In an effort to resolve these ambiguous findings, this study investigates the role of leader inclusiveness in enhancing innovation within multidisciplinary healthcare teams. We initially argue that leader inclusiveness directly enhances innovation by encouraging an appreciation for the disparate contributions of all members, particularly in situations in which their input might not typically be attended to. Through this, inclusive leaders may lessen barriers to information sharing and motivate members to contribute their unique professionally-based knowledge and perspectives. We also argue an indirect effect for leader inclusiveness on innovation, through professional identification. We investigate a novel role for perceived threat in this mediated pathway by suggesting that the beneficial impact of strengthened identification only exists when team members feel that their professional distinctiveness is under threat. Data from our survey of 75 healthcare teams suggests that strengthened professional identification and distinctiveness threat interact to fully mediate the path between leadership inclusiveness and multidisciplinary team innovation. [ABSTRACT FROM AUTHOR]

Professional commitment has been associated with job involvement, enhanced customer focus and technical performance. Challenging institutional conditions have made the healthcare sector increasingly reliant on a committed professional workforce, yet paradoxically those same conditions raise significant barriers to commitment. This has led to recent calls to identify factors capable of enhancing professional employees' commitment with the aim of preserving and better utilizing valuable professional human capital. This study investigates the role of leadership on professional commitment within healthcare teams. We explore the role of leader inclusiveness in professional commitment and, through this, team effectiveness. We further argue that this mediating pathway only exists when team members engage in affective conflict. Our empirical case supports a significant relationship between leader inclusiveness and healthcare team effectiveness, mediated by professional commitment, moderated by affective conflict. Our study shows that while commitment to profession is critical to team effectiveness, its role is contingent on affective conflict which, we argue, increases team member's motivation to advocate for their profession's priorities. [ABSTRACT FROM AUTHOR]