When diversity leads to divided teams: A multi-level moderated mediation model of team faultlines and employee engagement |
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| Institution: | 1. School of Business Management, Shanghai International Studies University, Shanghai, 200083, China;2. Department of Hospitality & Tourism Management, Isenberg School of Management, University of Massachusetts, Flint Lab 204B, 90 Campus Center Way, Amherst, MA, 01003, United States;1. Conrad N. Hilton College of Hotel & Restaurant Management, University of Houston, 4450 University Dr. #227, Houston, TX, 77204, United States;2. Department of Hotel Management, Cheju Halla University, 28 Halladae-gil, Heungeop-myeon, Wonju-si, Gangwon-do, South Korea;3. Chaplin School of Hospitality & Tourism Management, Florida International University, Biscayne Bay Campus, 3000 Northeast 151 Street, North Miami, LF, 33181, United States;1. Dedman College of Hospitality Management, Florida State University, Tallahassee, FL, 32306-2541, United States;2. Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston, Houston, TX, United States;3. School of Hotel, Restaurant and Tourism Management, University of South Carolina, Columbia, SC, 29208, United States;1. ESSEC Business School, 95021, Cergy Pontoise Cedex, France;2. NYU School of Professional Studies, Jonathan M. Tisch Center of Hospitality, New York, NY, 10003, United States;1. School of Business Administration, Southwestern University of Finance and Economics, Chengdu, Sichuan Province, 611130, China;2. School of Hospitality Business Management, Carson College of Business, Washington State University, Pullman, WA, 99163, USA;3. Senior Research Fellow, School of Tourism & Hospitality, University of Johannesburg, South Africa |
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| Abstract: | Team faultlines are hypothetical dividing lines that split a team into two or more subgroups based on individual (diversity) attributes, which negatively influence team process and outcomes. Linking with diversity literature and building on social identity and optimal distinctiveness theories, our study examined a multilevel moderated mediation model on whether, how, and when team faultlines would affect hotel frontline employees’ work engagement using data from 337 Chinese hotel employees nested in 102 work groups, collected at multiple times. The results indicated that team faultlines negatively influenced hotel frontline employees’ work engagement, and that individual perceived psychological safety played a mediating role. Inclusive leadership moderated the indirect relationship between team faultlines and employees’ work engagement via psychological safety, thus providing a more optimistic view that measures can indeed be taken to mitigate the negative impacts of team faultlines. |
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| Keywords: | Team faultlines Work engagement Psychological safety Inclusive leadership Hospitality |
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