Hundschell, And eas; Backmann, Julia; Tian, Amy Wei; Hoegl, Ma in
A icle — Published Ve sion
Leade inclusi eness and eam esilience capaci y in
mul ina ional eams: The ole o o ganiza ional di e si y
clima e
Jou nal o O ganiza ional Beha io
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Sugges ed Ci a ion: Hundschell, And eas; Backmann, Julia; Tian, Amy Wei; Hoegl, Ma in (2024) :
Leade inclusi eness and eam esilience capaci y in mul ina ional eams: The ole o o ganiza ional
di e si y clima e, Jou nal o O ganiza ional Beha io , ISSN 1099-1379, Wiley, Hoboken, NJ, Vol. 46,
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RESEARCH ARTICLE
Leade inclusi eness and eam esilience capaci y in
mul ina ional eams: The ole o o ganiza ional di e si y
clima e
And eas Hundschell
1
| Julia Backmann
2
| Amy Wei Tian
3
| Ma in Hoegl
1
1
Ins i u e o Leade ship and O ganiza ion,
LMU Munich School o Managemen , Ludwig-
Maximilians-Uni e si ä München, Munich,
Ge many
2
School o Business & Economics, Uni e si y
o Müns e , Muens e , Ge many
3
School o Managemen and Ma ke ing,
Facul y o Business and Law, Cu in Uni e si y,
Pe h, WA, Aus alia
Co espondence
Julia Backmann, School o Business &
Economics, Uni e si y o Müns e ,
Schlosspla z 3, 48149, Muens e , Ge many.
Email: j.backmann@uni-muens e .de
Funding in o ma ion
The e a e no unde s o epo o his
submission.
Summa y
Mul ina ional eams ace nume ous challenges a ising om p essu es in he global
business en i onmen and complexi ies posed by na ional di e si y wi hin eams.
Team esilience capaci y has been iden i ied as an impo an capabili y o success ul
pe o mance in challenging wo k en i onmen s, ye li le is known abou which ac-
o s con ibu e o i in a mul ina ional con ex . Gi en ha eams a e inhe en ly si u-
a ed wi hin a speci ic con ex and shaped by eam leade s and he o ganiza ional
en i onmen , enhancing ou unde s anding o con ex s in ol ing mul ina ional eams
is c ucial o os e ing eam esilience and pe o mance. D awing on he conse a ion
o esou ces heo y, we in es iga e he in luence o leade inclusi eness on he esil-
ience capaci y o mul ina ional eams and explo e how he o ganiza ional di e si y
clima e shapes his ela ionship. Findings om ou quan i a i e, mul i-in o man
s udy based on da a collec ed om 111 mul ina ional eams e eal ha leade inclu-
si eness enhances eam esilience capaci y and ha such an e ec is s onge when
he o ganiza ional di e si y clima e is high. We also highligh ha leade inclusi eness
imp o es eam pe o mance indi ec ly ia i s e ec on eam esilience capaci y, con-
ingen on he o ganiza ional di e si y clima e.
KEYWORDS
conse a ion o esou ces heo y, leade inclusi eness, mul ina ional eam, o ganiza ional
di e si y clima e, eam esilience capaci y
1|INTRODUCTION
As a collec i e phenomenon, esea ch on eam-le el esilience has
gained momen um in ecen yea s (Chapman e al., 2020; Guccia di
e al., 2018; Ha wig e al., 2020; King e al., 2024; Rae ze
e al., 2022). We concep ualize eam esilience capaci y as an
eme gen s a e ha can be in luenced and de eloped (Su cli e &
Vogus, 2003), e ol ing om he eam's con ex (Ha wig e al., 2020;
S o e ink e al., 2020). We apply he capaci y iew o eam esilience,
de ining i as “a eam's capaci y o cope, eco e and adjus posi i ely
o di icul ies”(Ca meli e al., 2013, p. 149). This iew acknowledges
ha eams can possess eam esilience capaci y e en in he absence o
cu en ad e si y (B i e al., 2016; Chen & Zhang, 2021; Ha mann
e al., 2021). To da e, esea ch on eam esilience ( o e iews on
esilience, see Ha mann e al., 2020; Kossek & Pe igino, 2016;
P io p esen a ion:A p e ious e sion o he pape was p esen ed a he 79 h Annual
Mee ing o he Academy o Managemen in Bos on in 2019.
Recei ed: 28 Ap il 2022 Re ised: 18 June 2024 Accep ed: 13 July 2024
DOI: 10.1002/job.2829
This is an open access a icle unde he e ms o he C ea i e Commons A ibu ion-NonComme cial-NoDe i s License, which pe mi s use and dis ibu ion in any
medium, p o ided he o iginal wo k is p ope ly ci ed, he use is non-comme cial and no modi ica ions o adap a ions a e made.
© 2024 The Au ho (s). Jou nal o O ganiza ional Beha io published by John Wiley & Sons L d.
J O gan Beha . 2025;46:369–384. wileyonlinelib a y.com/jou nal/job 369
Rae ze e al., 2022) has begun o iden i y i s an eceden s (Ha mann
e al., 2021; Meneghel, Ma ínez, & Salano a, 2016; Meneghel,
Salano a, & Ma ínez, 2016), eam p ocesses (e.g., Ca meli
e al., 2013; Ve a e al., 2017; Wes e al., 2009), and s uc u al ac o s
(e.g., S ua & Moo e, 2017). Despi e g owing in e es in eam esil-
ience capaci y and i s i al ole in eam success, ew schola s ha e
in es iga ed i s de elopmen empi ically. E en sca ce a e s udies on
he de elopmen and ou comes o eam esilience capaci y in mul ina-
ional eams consis ing o membe s om wo o mo e na ional cul u al
backg ounds wi h dis inc no ms, alues, belie s, and beha io s (S ahl
e al., 2010).
A be e unde s anding o eam esilience capaci y in mul ina-
ional eams o e s g ea alue. Mul ina ional eams o en ope a e in
demanding and challenging en i onmen s, bo h in e nally and ex e -
nally. Op imiza ion o mul ina ional eam pe o mance has long been
a c i ical opic in esea ch on bo h eams and in e na ional business
(Minbae a e al., 2021; S ahl & Mazne ski, 2021). Cul u al di e si y
wi hin hese eams is iewed as a double-edged swo d (Minbae a
e al., 2021). While di e si y can posi i ely impac in o ma ion p oces-
sing and c ea i i y, i can also make mul ina ional eams mo e suscep-
ible o p ocess losses due o inc eased con lic and educed cohesion
o social in eg a ion (Lu e al., 2022; S ahl & Mazne ski, 2021), which
can nega i ely impac pe o mance (Leung & Wang, 2015). Cul u al
di e si y na u ally can c ea e ba ie s o e ec i e communica ion and
collabo a ion, necessi a ing di e en needs and p ocesses o building
eam esilience. The e o e, unde s anding how eam esilience capac-
i y is buil in he mul ina ional eam con ex is c i ical o help eams
o e come challenges and achie e success. Ou s udy aims o p o ide
a mo e con ex ualized unde s anding o eam esilience capaci y
building and i s ou comes in mul ina ional eams.
Ou heo e ical amewo k is de eloped based on he conse a-
ion o esou ces (COR) heo y (Hob oll, 1989)—speci ically, he p inci-
ples o esou ce ca a ans and esou ce ca a an passageways
(Hob oll, 2011a), and esou ce alignmen (Fishe e al., 2023).
Resou ce ca a ans a e in e connec ed esou ces ha ypically co-exis
and a e de eloped oge he , and esou ce ca a an passageways a e
“ he en i onmen al condi ions ha suppo , os e , en ich, and p o-
ec ” esou ce g ow h o ha “de ac , unde mine, obs uc , o impo -
e ish”a ailable esou ces (Hob oll, 2011a, pp. 118–119). Applying
COR heo y o he con ex o esilience, we echo he impo ance o
esou ce alignmen (Fishe e al., 2023), de ined as he i o esou ces
o si ua ional demands (Chen e al., 2015). Focusing on mul ina ional
eams, we explo e wo ele an esou ces ha le e age i s ull po en-
ial when hey a e aligned wi h each o he —leade inclusi eness and
o ganiza ional di e si y clima e— ha a e closely in e connec ed,
he eby o ming a esou ce ca a an. Toge he , hese esou ces a e
c ucial o de eloping eam esilience capaci y in mul ina ional eams
(Haj o e al., 2017; Nishii & Maye , 2009). Leade inclusi eness com-
p ises beha io s ha p omo e he inclusion and app ecia ion o all
eam membe s' con ibu ions, he eby ha nessing he bene i s o
di e si y (Nembha d & Edmondson, 2006). O ganiza ional di e si y cli-
ma e e e s o “employees' sha ed pe cep ions ha an employe u i-
lizes ai pe sonnel p ac ices and socially in eg a es unde ep esen ed
employees in o he wo k en i onmen ”(McKay e al., 2008, p. 350).
We a gue ha o ganiza ional di e si y clima e can be iewed as a
esou ce ca a an passageway by enhancing he impac o leade inclu-
si eness and acili a ing he u iliza ion o esou ces o build eam esil-
ience capaci y and imp o e eam pe o mance. The s udy's p oposed
concep ual model is depic ed in Figu e 1.
Ou s udy makes wo p ima y con ibu ions. Fi s , we ex end he
unde s anding o eam esilience capaci y o he con ex o mul ina-
ional eams (Ha wig e al., 2020; Rae ze e al., 2022; S o e ink
e al., 2020). In es iga ing eam esilience capaci y as a mechanism
linking leade inclusi eness and eam pe o mance (B ykman &
King, 2021; Dimas e al., 2018) con ibu es o a mo e nuanced unde -
s anding o he de elopmen and impac o eam esilience ac oss a -
ious ypes o eams and con ex s (Guccia di e al., 2018). As no ed,
eam esilience is pa icula ly impo an o mul ina ional eams, which
o en ace g ea e in e nal challenges due o di e si y in cul u e,
belie s, alues, and communica ion (Lu e al., 2022). Mo eo e , ou
s udy o e s empi ical e idence on con ex ual a iables such as eam
leade ship and o ganiza ional clima e as eam-le el esou ces ha os-
e esilience capaci y (Ha wig e al., 2020; S o e ink e al., 2020).
Add essing Ha wig e al.’s(
2020) obse a ion ha con ex ual ac o s
ha e no ye o med a majo pa o he discou se in eam esilience
esea ch, ou ocus on hese wo con ex ual ac o s is pa icula ly pe -
inen . Despi e eams being deeply “embedded wi hin speci ic wo k
en i onmen s and in luenced by supe iso y and o ganiza ional p ac-
ices, i is su p ising ha con ex ual ac o s ha e no ye o med a
majo pa o he discou se in eam esilience esea ch”(Ha wig
e al., 2020, p. 193). Recognizing he inhe en di e gen cul u al di e -
si y in mul ina ional eams, we ocus on con ex ual ac o s ha e lec
an in en ional e o o os e he inclusion o all eam membe s. Spe-
cially, we emphasize leade inclusi eness as a i al pe sonal social
esou ce and o ganiza ional di e si y clima e as a c ucial con ex ual
esou ce o mul ina ional eams and unde sco e he impo ance o
aligning hese esou ces. This di ec ly add esses Rae ze e al.’s(
2022)
call o esilience esea ch o ocus on mode a o s ha pinpoin he
condi ions in which speci ic an eceden s, such as leade inclusi eness,
lead o desi ed ou comes, such as imp o ed eam pe o mance.
Second, ou s udy con ibu es o COR heo y by linking he con-
cep s o esou ce ca a ans and esou ce ca a an passageways
(Hob oll, 2011a) o eam esilience capaci y (Hob oll, 2011b). P e ious
esea ch has posi ioned leade ship as a aluable social pe sonal
esou ce in enhancing esilience (B ykman & King, 2021; Cooke
e al., 2019; Somme e al., 2016; Sü ücü e al., 2023). Addi ionally,
esea ch suppo ed a posi i e impac o leade inclusi eness on mul i-
na ional eam pe o mance (Lisak e al., 2016). Howe e , i emains
unclea i eam esilience capaci y ac s as a mechanism in he leade
inclusi eness— eam pe o mance ela ionship and how leade ship's
impac on eam esilience capaci y ampli ies when conside ing o gani-
za ional en i onmen al condi ions. In his s udy, we concep ualize
o ganiza ional di e si y clima e as an en i onmen al condi ion mode -
a o due o i s unc ion as a esou ce ca a an passageway, which
shapes dynamic esou ce ajec o ies (i.e., acqui ing, en iching, and
p o ec ing esou ces). We p opose ha leade inclusi eness and
370 HUNDSCHELL ET AL.
o ganiza ional di e si y clima e can in e ac o c ea e a esou ce ca a-
an ha os e s eam esilience capaci y, he eby enhancing eam pe -
o mance. This highligh s he signi icance o ha ing accessible,
in e connec ed pe sonal and o ganiza ional esou ces. We con end
ha o ganiza ional di e si y clima e as a esou ce ca a an passageway
may s eng hen he impac o leade inclusi eness o os e eam esil-
ience capaci y. Acknowledging he dynamic and ansien na u e o
esou ces and hei in e ac ions (Halbesleben e al., 2014), we suppo
Halbesleben e al.’s(
2014, p. 1354) asse ion ha examining he
“a ailabili y o a esou ce o e s incomple e in o ma ion.”This is
because esou ce ca a an passageways can ei he acili a e o impede
he u iliza ion o esou ces, he eby in luencing he c ea ion o
esou ce ca a ans. O e all, ou wo k aims o con ibu e o a mo e
nuanced unde s anding o eam esilience capaci y in he con ex o
mul ina ional eams by d awing on COR heo y, se ing he s age o
u he mul i-le el esea ch o eam esilience capaci y in challenging
o ganiza ional con ex s.
2|THEORY AND HYPOTHESES
2.1 |COR heo y
The p ima y ene o COR is ha en i ies a e mo i a ed o p o ec
hei cu en esou ces and acqui e new esou ces (Halbesleben
e al., 2014; Hob oll, 1989). Resou ces a e loosely de ined as “objec s,
pe sonal cha ac e is ics, condi ions, o ene gies ha a e alued in
hei own igh , o ha a e alued because hey ac as condui s o he
achie emen o p o ec ion o alued esou ces”(Hob oll, 2001,
p. 339). The alue o esou ces a ies among en i ies and is ied o
pe sonal expe iences and si ua ions. COR heo y has equen ly been
employed as a heo e ical amewo k o unde s and he an eceden s
and consequences o eam esilience (B ykman & King, 2021; Chen
e al., 2015; Fishe e al., 2023; Ha mann e al., 2020; Ha wig
e al., 2020; S o e ink e al., 2020). B ykman and King (2021) empha-
sized ha COR is “especially applicable o unde s anding eam esil-
ience capaci y because his concep ualiza ion ames esilience as a
eam p ope y ha de elops om o he eam expe iences (inpu s) o
subsequen ly in luence eam beha io s (ou pu s)”(p. 741).
In his s udy, we build upon wo main p inciples o COR heo y.
Fi s , ou esea ch ocuses on he in e play be ween esou ces
(i.e., esou ce ca a ans) and en i onmen al con ex s ha ei he
enhance o hinde esou ce u iliza ion (i.e., esou ce ca a an
passageways) (Hob oll e al., 2018). Acco ding o COR heo y,
esou ces do no exis in isola ion; hey eme ge om a common en i-
onmen and ypically a e in e connec ed, o ming a esou ce ca a an.
An o ganiza ion's en i onmen al condi ions cons i u e he esou ce
ca a an passageway, which plays a c ucial ole in ei he os e ing o
unde mining esou ce u iliza ion and c ea ion. Second, we emphasize
he p inciples o esou ce alignmen . A key co olla y o esou ce
in es men is ha en i ies (such as indi iduals o eams) wi h g ea e
esou ces a e less ulne able o esou ce loss and mo e capable o
esou ce gain (Halbesleben e al., 2014). This co olla y is essen ial in
unde s anding esilience. Hob oll e al. (2018) highligh ed ha
esou ces enhance esilience, s a ing, “ esou ce possession and lack
he eo a e in eg al o ulne abili y and esilience”(p. 107). Howe e ,
simply ha ing many esou ces a ailable does no necessa ily enhance
esilience. Ra he , he p ima y building blocks o esilience include no
only he quan i y o a ailable esou ces, bu also he alignmen o
hese esou ces (Chen e al., 2015; Fishe e al., 2023).
By ocusing on hese COR p inciples, we c ea e a esou ce model
ha links con ex ually ele an eam esou ces—leade inclusi eness
and o ganiza ional di e si y clima e— o he de elopmen o eam
esilience capaci y, which in u n ansla es in o eam pe o mance. In
he mul ina ional eam con ex , we conside leade inclusi eness and
o ganiza ional di e si y clima e o be in e connec ed esou ces ha
wo k in en ionally and syne gis ically o shape eam esilience capac-
i y, and consequen ly, eam pe o mance. Speci ically, we posi ha
leade inclusi eness se es as a c ucial social suppo esou ce
ha enhances eam esilience capaci y in he challenging en i on-
men s encoun e ed by mul ina ional eams (Randel, 2023; Randel
e al., 2016,2018; Van Knippenbe g & an Ginkel, 2022). We posi ion
o ganiza ional di e si y clima e (i.e., an o ganiza ion's delibe a e
e o s o os e he inclusion o all o ganiza ional membe s; McKay
e al., 2008) as an e ec i e esou ce ca a an passageway ha
ampli ies he posi i e e ec o leade inclusi eness on eam esilience
capaci y. Collec i ely, hese bene icial con ex ual esou ces c ea e a
esou ce-en iching o ganiza ional ecology ha suppo s he g ow h o
eam esilience capaci y and imp o es eam pe o mance.
2.2 |Leade inclusi eness as a social suppo
esou ce enhancing eam esilience capaci y
Leade inclusi eness encompasses beha io s ha alue he unique
con ibu ions o all eam membe s and emb ace di e se pe spec i es
FIGURE 1 Concep ual model o he
s udy.
HUNDSCHELL ET AL.371
(Nembha d & Edmondson, 2006). We ocus on leade inclusi eness
wi hin he con ex o mul ina ional eams o wo key easons. Fi s ,
leade inclusi eness has been es ablished as essen ial o managing
di e se eams (Beije e al., 2024; Nishii & Maye , 2009). As Nishii and
Le oy (2022) and Mi chell e al. (2015) a gued, when s udying di e se
eams and o ganiza ions, esea che s mus conside si ua ionally i ed
leade ship a he han leade ship beha io s ha a e gene ically posi-
i e. Fo example, Mi chell e al. (2015) highligh ed ha leade inclu-
si eness di e s om o he ypes o posi i e leade ship such as
pa icipa i e and ans o ma ional leade ship by p omo ing openness
and accessibili y o encou age di e si y o opinions wi hin he con ex
o collec i e eam goals. Second, leade inclusi eness enhances ol-
lowe s' sense o belonging, which is pa icula ly essen ial in mul ina-
ional eams due o hei inhe en di e si y (Homan e al., 2020;
Randel, 2023). Leade inclusi eness posi i ely impac s eam membe s'
expe iences o belongingness and app ecia ion (Ko kmaz e al., 2022;
Nembha d & Edmondson, 2006), os e ing a lea ning en i onmen o
di e se employees and g oups (Kukno & Bha acha ya, 2021).
Leade ship has been heo ized as a co e esou ce ha enhances
esilience a bo h he indi idual and eam le els (Rae ze e al., 2022;
Ha wig e al., 2020; Somme e al., 2016). Ini ial esea ch has
explo ed how leade inclusi eness may impac indi idual esilience
(Gong e al., 2023; Sü ücü e al., 2023). No wi hs anding such p io
wo k a he indi idual le el, we s ill lack empi ical esea ch explici ly
examining he impac o leade inclusi eness on eam esilience. This
lack o esea ch is su p ising, gi en he po en ial o leade inclusi e-
ness inc ease eam esilience by p omo ing a sense o inclusion and
ai ness. Guided by COR heo y and he impo ance o esou ce
alignmen , we posi ha leade inclusi eness se es as a aluable
con ex ual social suppo esou ce ha en iches mul ina ional eam’
ela ional and in o ma ional esou ces, and enhances eam esilience
capaci y (Ko kmaz e al., 2022; Randel e al., 2018; Sho e e al., 2011;
Sho e & Chung, 2022,2023). Fi s , om a ela ional pe spec i e,
leade inclusi eness enhances eam esilience by building s ong
in e pe sonal ela ionships wi hin eams (e.g., Baumeis e &
Lea y, 1995; Mi chell e al., 2015). Inclusi e leade s play a c ucial ole
in os e ing a sense o social ela ional inclusion, which is de ined as
ea ing indi iduals as eam “inside s”while encou aging hem o
e ain hei uniqueness wi hin he wo kg oup (Sho e e al., 2011). By
ocusing on p omo ing a sense o inclusion and app ecia ion o
uniqueness, inclusi e leade s c ea e en i onmen s in which eam
membe s eel alued o hei unique con ibu ions wi hou being
p essu ed o con o m o majo i y no ms. As no ed by Hob oll e al.
(2018), he alue o esou ces a ies among indi iduals and is ied o
hei pe sonal expe iences and si ua ions. Thus, we a gue ha being
app ecia ed o hei unique pe spec i es, ega dless o hei di e se
backg ounds, is a highly aluable esou ce o mul ina ional eam
membe s. I os e s collec i e g ow h wi hou disad an aging indi id-
uals om ma ginalized g oups, who a e o en excluded om in o ma-
ion sha ing and decision-making p ocesses (Beije e al., 2024; Lisak
e al., 2016).
Second, om an in o ma ional pe spec i e, when eam membe s
pe cei e hei leade s as os e ing inclusion, hey communica e in
ways ha enable hem o unde s and and in eg a e hei di e se
knowledge and pe spec i es, he eby ha nessing di e si y o build
esilience. We a gue ha leade inclusi eness enhances eam esil-
ience capaci y by c ea ing oppo uni ies o in e ac ion, in o ma ion
sha ing, and pa icipa i e decision-making. This inclusi e app oach
os e s g ea e accessibili y o sha ed esou ces and helps es ablish a
obus ounda ion o mul ina ional eams o adap and h i e despi e
challenges. When indi iduals us each o he and iden i y as a cohe-
si e g oup, hey a e less likely o encoun e s ess and challenges, sig-
ni ican ly enhancing hei esilience capabili ies (Mi chell e al., 2015;
S ephens e al., 2013). Thus, om a esou ce p o ision and alignmen
pe spec i e (Fishe e al., 2023), leade inclusi eness p o ides he nec-
essa y suppo o mul ina ional eam membe s o p o ec hei cu -
en esou ces and acqui e new ones. Thei enhanced in o ma ional
and ela ional esou ces se e as he building blocks o esilience
capaci y, enabling hei eams o e ec i ely na iga e and o e come
ad e si y. The e o e, we hypo hesize:
Hypo hesis 1. Leade inclusi eness is posi i ely ela ed
o eam esilience capaci y in mul ina ional eams.
2.3 |Team esilience capaci y and eam
pe o mance in mul ina ional eams
P io esea ch has highligh ed ha eam esilience os e s p ocesses
such as eam cohesion and coope a ion (Wes e al., 2009). In he
same ein, we sugges ha mul ina ional eams wi h high eam esil-
ience capaci y a e mo e likely o pe o m well in en i onmen s wi h
complex challenges because hey a e less ulne able o he po en ially
damaging e ec s o such challenges o hei eam p ocesses (Wes
e al., 2009). Teams wi h highe eam esilience capaci y may pe o m
be e because hei eam membe s a e encou aged o con ibu e o
eam pe o mance o hei ull po en ial (See s, 1989). Fo he pu pose
o his s udy, eam pe o mance is ope a ionalized using he pe o -
mance indica o eam e iciency, which e e s o he ex en o which
eams a e able o pe o m wi hin designa ed schedules and budge s
(Hoegl & Gemuenden, 2001). Team esilience capaci y is cha ac e ized
by he capaci y o eco e om se backs, adap o changing ci cum-
s ances, and main ain unc ionali y despi e challenges, which suppo s
he no ion o e iciency. Resilien eams, by i ue o hei abili y o
bounce back, a e likely o expe ience ewe dis up ions and as e
eco e y imes. This leads o a mo e consis en and eliable low o
wo k p ocesses, hus enhancing e iciency. The p oposed posi i e
e ec o eam esilience capaci y on eam pe o mance aligns wi h
indings by Meneghel, Ma ínez, and Salano a (2016); Meneghel,
Salano a, and Ma ínez (2016) who demons a ed ha eam esilience
posi i ely in luences bo h in- ole and ex a- ole eam pe o mance, as
a ed by he supe iso (Meneghel, Salano a, & Ma ínez, 2016) and
eam membe s (Meneghel, Ma ínez, & Salano a, 2016). These ind-
ings sugges ha esilien eams a e be e able o iden i y lexible
solu ions in challenging si ua ions, he eby enhancing o e all
pe o mance.
372 HUNDSCHELL ET AL.
High eam esilience os e s a mo e cohesi e and coope a i e
en i onmen , leading o a collec i e mindse ega ding eam asks
(Weick & Robe s, 1993). Addi ionally, eam esilience capaci y
enables eams o apidly espond o, eco e om, and adjus o chal-
lenges such as eam con lic s. This eam esilience capabili y educes
he ime spen on ela ionship main enance and con lic esolu ion,
he eby posi i ely impac ing eam e iciency (Bo man &
Mo owidlo, 1997; Podsako e al., 2009). Consequen ly, high esil-
ience capaci y enables mul ina ional eams o ocus mo e on hei
asks and u ilize hei esou ces o ask comple ion. We he e o e
posi :
Hypo hesis 2. Team esilience capaci y is posi i ely
ela ed o he pe o mance o mul ina ional eams.
2.4 |Indi ec e ec o leade inclusi eness on
eam pe o mance ia eam esilience capaci y
As discussed p e iously, acco ding o he logic o COR heo y, we
posi ha leade inclusi eness is an impo an social esou ce ha can
p omo e eam esilience capaci y by building a esou ce-en iching
o ganiza ional en i onmen whe e membe s a e encou aged o access
sha ed and cumula i e in o ma ional and ela ional esou ces. Collec-
i ely, hese esou ces p o ide e ile g ound o de eloping eam
esilience capaci y, likely leading o subsequen imp o emen in
eam pe o mance (Ha wig e al., 2020). Leade s can es ablish and
p omo e condi ions o be e eam pe o mance indi ec ly by shaping
key mechanisms. Fo example, Mi chell e al. (2015) p oposed and
ound suppo ha leade inclusi eness enhances eam iden i y, and
in u n, eam pe o mance. Likewise, Chen e al. (2023) ound ha
inclusi e leade ship a ec s eam psychological sa e y and in o ma ion
elabo a ion, which in u n a ec collec i e oice beha io s. Respond-
ing o calls o mo e s udies examining speci ic leade ship beha io s
and eam esilience (Ha wig e al., 2020), and o p o ide a be e
unde s anding o he ole o eam esilience capaci y as a mechanism
(Bowe s e al., 2017; Ha wig e al., 2020; S o e ink e al., 2020), we
posi ion leade inclusi eness as a ac o ha may impac eam esil-
ience capaci y, and in u n, in luence eam pe o mance:
Hypo hesis 3. Leade inclusi eness has an indi ec
e ec on eam pe o mance ia eam esilience capaci y
in mul ina ional eams.
2.5 |Mode a ing e ec o o ganiza ional di e si y
clima e
Conside able esea ch demons a es ha ce ain si ua ional a iables
can s eng hen he ela ionship be ween leade ship and eam ou -
comes (e.g., Eisenbeiss e al., 2008; Mo e al., 2019). As no ed
ea lie , d awing on he p inciples o esou ce ca a ans and esou ce
ca a an passageways (Hob oll, 2011a) as well as esou ce alignmen
(Fishe e al., 2023), we ocus on o ganiza ional di e si y clima e as an
impo an con ex ual esou ce in he leade inclusi eness- eam esil-
ience capaci y ela ionship. We no ed a he ou se ha “di e si y cli-
ma e”and “inclusi e clima e”ha e been used in e changeably in he
li e a u e, despi e he concep ual di e ences be ween he wo (Pa k
e al., 2023; Sho e e al., 2011). “Di e si y clima e” ypically e e s o
employees' pe cep ions o ai ness and o ganiza ional suppo o
employees wi h di e se backg ounds (McKay e al., 2008), while
“inclusi e clima e”is a b oade e m e e ing o he engagemen o
whole sel es and lea ning om di e gen pe spec i es (Nishii, 2013;
Pa k e al., 2023; Sho e e al., 2011). In his s udy, we ocus on o gani-
za ional di e si y clima e because o he ela i ely na owe ocus on
p omo ing ai ness o employees.
Hob oll (2011a) a gued ha esilience capaci y eme ges om a
esou ce- ich en i onmen in which in e connec ed esou ces o m
esou ce ca a ans and ha o ganiza ions should s i e o c ea e en i-
onmen al condi ions— esou ce ca a an passageways— o acili a e
esou ce de elopmen , p o ec ion, and accumula ion. In his s udy, we
posi ha o ganiza ional di e si y clima e can be iewed as a esou ce
ca a an passageway by c ea ing an en i onmen ha enhances he
impac o leade inclusi eness, and acili ies he u iliza ion o hese
esou ces in building eam esilience capaci y and imp o ing eam pe -
o mance. Toge he , leade inclusi eness and o ganiza ional di e si y
clima e con ibu e o o ganiza ional ecologies ha c ea e and sus ain
esou ce ca a ans.
Ou ocus on o ganiza ional di e si y clima e also e lec s he p in-
ciple o esou ce alignmen (Chen e al., 2015; Fishe e al., 2023), which
s a es ha he p ima y building blocks o esilience include bo h he
quan i y o a ailable esou ces and he alignmen o hese esou ces.
Tha is, he wo h o esou ces di e s o each indi idual and is linked
o hei unique pe sonal expe iences and si ua ional needs (Hob oll
e al., 2018). We conside he o ganiza ional di e si y clima e o be a
i al con ex ual condi ion ha mul ina ional eam membe s a e likely o
alue. As discussed ea lie , leade inclusi eness is a con ex ually sui ed
social suppo esou ce ha en iches indi iduals' ela ional and in o ma-
ional esou ces, and posi i ely in luences esilience capaci y. We ocus
on o ganiza ional di e si y clima e as an addi ional esou ce, as i ep e-
sen s an o ganiza ion's in en ional e o s o include employees wi h
di e se backg ounds. Func ioning as an e ec i e esou ce ca a an pas-
sageway, o ganiza ional di e si y clima e, and leade inclusi eness a e
well aligned o con ey a uni ied message ha con eys an app ecia ion
o di e si y. O ganiza ional di e si y clima e p o ides he necessa y
en i onmen al condi ion ha s eng hens he e ec o leade inclusi e-
ness on eam esilience capaci y.
We posi ha , in con ex s in ol ing mul ina ional eams, pe cep-
ions o a s ong o ganiza ional di e si y clima e s eng hen he posi-
i e ela ionship be ween leade inclusi eness and eam esilience
capaci y. Membe s o mul ina ional eams a e likely o ely on leade
inclusi eness o na iga e he unique challenges s emming om
di e se backg ounds and pe spec i es, and o le e age an o ganiza-
ional di e si y clima e ha can acili a e esou ce acquisi ion and p o-
ec ion (B ykman & King, 2021). A s ong o ganiza ional di e si y
clima e also indica es o mul ina ional eams ha ai ea men and
HUNDSCHELL ET AL.373
inclusion a e o ganiza ional p io i ies, p o iding he suppo necessa y
o di e se eams o con on challenges. An o ganiza ion wi h a sup-
po i e o ganiza ional di e si y clima e is likely o ha e mo e con ex-
ual esou ces ha a e highly aligned, such as social suppo e ol ing
om high leade inclusi eness, which can be le e aged o s eng hen
eams' esou ces a he han p o ec indi iduals' esou ces
(Hob oll, 2011a). Thus, we sugges ha leade inclusi eness should be
mo e s ongly associa ed wi h eam esilience capaci y when eam
membe s a e imme sed in a s ong o ganiza ional di e si y clima e.
In con as , a weak o ganiza ional di e si y clima e may be pe -
cei ed as a lack o ai ea men ac oss eam membe s, pa icula ly
ma ginalized g oups. When he o ganiza ional di e si y clima e is
weak, indi iduals migh pe cei e ha he o ganiza ion does no sup-
po employees wi h di e se backg ounds and may iew he con ex-
ual condi ions as misaligned wi h hei leade s' ocus. Such an
o ganiza ional clima e nei he acili a es he acquisi ion o new
esou ces no p o ec s exis ing esou ces, bu a he deple es po en-
ial esou ces. We hypo hesize ha he ela ionship be ween leade
inclusi eness and mul ina ional eams' esilience capaci y is weake in
i ms wi h weak o ganiza ional di e si y clima es. Hence, we posi he
ollowing:
Hypo hesis 4. O ganiza ional di e si y clima e mode -
a es he ela ionship be ween leade inclusi eness and
eam esilience capaci y in mul ina ional eams such ha
he ela ionship is ampli ied in o ganiza ions wi h s on-
ge o ganiza ional di e si y clima es.
2.6 |Mode a ed indi ec e ec
Mul ina ional eams a e likely o de elop hei eam esilience capac-
i y, and in u n imp o e hei pe o mance, when hey pe cei e leade
inclusi eness as an essen ial esou ce which acili a es hei capabili y
o be esilien . This ela ionship is ampli ied when highly aligned
esou ces exis a he o ganiza ional le el, mani es ing as a s ong
o ganiza ional di e si y clima e. In such ci cums ances, eams a e likely
o pe o m well, which suppo s hei eam esilience capaci y. In o he
wo ds, he alignmen be ween leade inclusi eness and a s ong o ga-
niza ional di e si y clima e sends a uni ied message o inclusi e ea -
men o eams, which s eng hens he e ec o leade inclusi eness
on eam esilience capaci y. Hence, we expec ha in o ganiza ions
wi h s ong o ganiza ional di e si y clima es, eams a e likely o be e
capi alize on he bene i s o leade inclusi eness and u he de elop
hei eam esilience capaci y. This in u n s eng hens he ole o eam
esilience capaci y in explaining he link be ween leade inclusi eness
and eam pe o mance. We he e o e hypo hesize:
Hypo hesis 5. O ganiza ional di e si y clima e mode -
a es he indi ec e ec o leade inclusi eness on eam
pe o mance h ough eam esilience capaci y, such ha
he indi ec ela ionship is s onge in i ms wi h s on-
ge o ganiza ional di e si y clima es.
3|METHODS
3.1 |Sample and p ocedu e
We es ed ou hypo heses using da a collec ed om 111 mul ina ional
eams in 29 o ganiza ions ope a ing p edominan ly in manu ac u ing
(mainly enginee ing and consume goods) in Wes e n Eu ope
(75.68%) and Aus alia (24.32%). A key con ac om each o ganiza-
ion, usually he eam leade o ex e nal manage (i.e., a eam leade 's
di ec supe io ), was asked o iden i y sui able mul ina ional eams o
p ojec s o he s udy.
To be eligible o inclusion in ou s udy, he eams had o wo k
oge he on a p ojec o as a depa men o unc ional g oup, consis
o a eam leade and a leas wo addi ional eam membe s, and com-
p ise eam membe s om a leas wo di e en na ionali ies/cul u es.
I eamwo k was ongoing, we equi ed he p ojec o be a enough
along o he eam's pe o mance o be a ed (e.g., based on comple ed
miles ones); i eamwo k was no ongoing, we equi ed he p ojec o
ha e concluded e y ecen ly. The majo i y o eams (> 96%) we e
wo king on ongoing p ojec s a he ime o da a collec ion. Key con-
ac s comple ed a sho empla e o each mul ina ional eam o cla i y
whe he i me hese eligibili y c i e ia. The o ganiza ions also p o ided
in o ma ion abou he eams, such as hei asks, sizes, and na ionali-
ies o eam membe s. A e hei o ganiza ions in o med hem abou
he s udy, pa icipan s ecei ed a link o an online ques ionnai e.
We collec ed da a om 61 ex e nal manage s, 111 eam leade s,
and 538 eam membe s. Fo all eams in he s udy, a leas wo and as
many as 15 eam membe s comple ed he eam membe su ey (4.84
membe s, on a e age) in which hey assessed he leade 's inclusi e-
ness and he eam's esilience capaci y. Ex e nal manage s assessed
eam pe o mance in 86% o cases, hough some eams did no ha e
an ex e nal manage . Fo hose eams wi hou ex e nal manage s, he
eam leade assessed eam pe o mance. Fu he mo e, some ex e nal
manage s we e esponsible o mo e han one eam and, he e o e,
p o ided pe o mance a ings o mul iple eams. O e all, 96 eams
we e e alua ed by ex e nal manage s and 15 eams we e e alua ed
by hei eam leade s. The ex e nal manage s and eam leade s we e
in i ed o pa icipa e in he s udy sho ly a e he eam membe s
(e.g., 1 o 2 weeks) o p e en pe o mance a ings om being p o-
ided be o e da a we e collec ed on leade inclusi eness and eam
esilience capaci y.
Wi h ega d o eam asks, 77.68% o all eams wo ked on non-
ou ine asks ha equi ed c ea i e solu ions, such as p oduc de el-
opmen . Almos wo- hi ds o he pa icipan s we e male (65.73%).
The mos equen ly ep esen ed na ionali ies in e ms o na ional ci i-
zenship we e Ge man (27.79%), Aus alian (15.37%), and Chinese
(4.23%). O e all, ou sample encompassed eam membe s om 34 di -
e en na ionali ies; pa icipa ing mul ina ional eams comp ised
app oxima ely i e di e en na ionali ies, on a e age. S ong cul u al
di e ences be ween hese na ionali ies and he accompanying chal-
lenges o c oss-cul u al collabo a ion in he mul ina ional eam con-
ex con ibu ed o a ich da ase ha enabled us o explo e he
impo ance o eam esilience capaci y.
374 HUNDSCHELL ET AL.
3.2 |Measu es
We used well-es ablished scales o assess ou a iables. Unless s a ed
o he wise, pa icipan s esponded o i ems using i e-poin Like
scales (1 =s ongly disag ee o 5 =s ongly ag ee). Ra ings o o ga-
niza ional di e si y clima e we e collec ed om eam membe s and
agg ega ed ac oss eams o yield an o ganiza ion-le el measu e.
Leade inclusi eness and eam esilience capaci y we e assessed by
eam membe s. Team pe o mance and all con ol a iables we e col-
lec ed om ex e nal manage s o eam leade s o coded by he
esea ch eam. We employed a e e en -shi consensus model; ha
is, he i ems e lec ed a eam membe 's pe cep ion o highe -le el
s uc u es (e.g., Wallace e al., 2016), such as he eam (in he case o
eam esilience capaci y and leade inclusi eness) and he o ganiza ion
(in he case o o ganiza ional di e si y clima e).
As we p oposed a mul ile el amewo k (i.e., eam, o ganiza ion),
we e i ied he iabili y o agg ega ing hese cons uc s and conside ed
h ee p oposed de e minan s: he na u al occu ence o he highe -le el
uni (i.e., eam o o ganiza ion), su icien wi hin-uni homogenei y, and
su icien be ween-uni he e ogenei y (e.g., Bliese, 2000; Woeh
e al., 2015). To assess wi hin-uni homogenei y, we calcula ed wi hin-
g oup in e a e eliabili y (
WG[J]
) using he mul iple-i em es ima o . In
addi ion, we assessed wo in aclass co ela ion coe icien s (ICC): ICC1
indica es he a iance a ibu ed o membe ship in he uni o analysis
(i.e., he eam), and ICC2 indica es he eliabili y o mean sco es wi hin
he uni o analysis (Biemann e al., 2012). All in e - a e ag eemen s a-
is ics a e p esen ed wi h hei espec i e cons uc below. The wi hin-
g oup in e a e eliabili y (
WG[J]
) o all cons uc s indica es sa is ac o y
ag eemen and exceed he o en-ci ed cu -o alue o 0.70
(LeB e on & Sen e , 2008). The ICC1 coe icien s indica e a medium
e ec o leade inclusi eness and o ganiza ional di e si y clima e and a
la ge e ec o eam esilience capaci y (LeB e on & Sen e , 2008). The
ICC2 coe icien o o ganiza ional di e si y clima e exceeds he sug-
ges ed cu o alue o 0.70 (LeB e on & Sen e , 2008). Howe e , he
alues o leade inclusi eness and eam esilience capaci y a e below
his h eshold. No ably, hese less eliable means may a ise om ela-
i ely small uni sizes (i.e., a e age o i e eam membe s) (Bliese, 1998).
Based on he sa is ac o y alues o
WG(J)
s a is ics and ICC1 coe i-
cien s, we agg ega ed he cons uc s as p oposed in se e al s udies
wi h simila ICC2 coe icien s (e.g., Choi, 2009; Dong e al., 2020;
Ho mann & Jones, 2005; Shen e al., 2019). ICC1 and ICC2 show signi -
ican be ween-uni a iance. Hence, hese esul s suppo he agg ega-
ion o leade inclusi eness and eam esilience capaci y a he eam
le el, and o o ganiza ional di e si y clima e a he o ganiza ion le el.
3.2.1 | O ganiza ional di e si y clima e
(o ganiza ion le el)
We assessed eam membe s' pe cep ions o he o ganiza ion's di e -
si y clima e using a ou -i em scale de eloped and alida ed by McKay
e al. (2008). Example i ems include he ollowing: “The o ganiza ion
main ains a di e si y iendly wo k en i onmen ;”and “Top leade s
demons a e a isible commi men o di e si y.”C onbach's alpha o
he scale is .91. Da a we e agg ega ed a he o ganiza ion le el. The
in e - a e ag eemen s a is ics we e
wg(4)
=.76, ICC(1) =.13, ICC(2)
=.71 (F=3.48, p< .01).
3.2.2 | Leade inclusi eness ( eam le el)
We assessed eam membe s' pe cep ions o leade inclusi eness using
a ou -i em scale de eloped by Mi chell e al. (2015) which was o igi-
nally adap ed om Nembha d and Edmondson (2006) and Sho ell
e al. (1991). The i ems a e: “Ou eam leade asks o inpu om mem-
be s o all na ional backg ounds;”“Ou eam leade encou ages all eam
membe s o ac i ely engage;”“Ou eam leade alues he opinions
and inpu s o all eam membe s equally;”and “Ou eam leade encou -
ages all membe s o pa icipa e ac i ely.”C onbach's alpha is .92. Da a
we e agg ega ed a he eam le el. The in e - a e ag eemen s a is ics
we e
wg(4)
=.85, ICC(1) =.14 ICC(2) =.44 (F=1.80, p<.01).
3.2.3 | Team esilience capaci y ( eam le el)
We asked eam membe s o assess hei eam's esilience using a
six-i em scale om Wes e al. (2009), which was adap ed om he
alida ed psychological capi al ques ionnai e (Lu hans e al., 2007).
Example i ems include: “Ou eam usually manages di icul ies one
way o ano he a wo k;”and “Ou eam can ge h ough di icul
imes a wo k because hey ha e expe ienced di icul y be o e.”
C onbach's alpha o he scale is .77. Da a we e agg ega ed a he
eam le el. The in e - a e ag eemen s a is ics we e
wg(6)
=.89,
ICC(1) =.26 ICC(2) =.64 (F=2.75, p< .01).
3.2.4 | Team pe o mance ( eam le el)
We assessed eam pe o mance using he i e-i em scale o eam
e iciency de eloped by Hoegl and Gemuenden (2001). I ems include
“O e all, he p ojec / eamwo k is/was done in a cos -e icien way;”
“F om he company's pe spec i e one could be sa is ied wi h how he
eam/p ojec p og essed;”“O e all, he eam/p ojec was/is done in a
ime-e icien way;”“The eam/p ojec was/is wi hin schedule;”and
“The eam/p ojec was/is wi hin budge .”The pas ense was used
when he p ojec wo k was comple ed ecen ly, while he p esen
ense was used when he eamwo k was ongoing. C onbach's alpha
o he scale is .87.
3.2.5 | Con ol a iables
Fi e con ol a iables we e included: eam size, numbe o na ionali ies
wi hin he eam, ype o eam asks, e alua ing mul iple eams, and
eam leade as pe o mance e alua o . These a iables we e ob ained
om he key con ac pe son in he o ganiza ion and u he c oss-
HUNDSCHELL ET AL.375
checked by ei he he eam leade o ex e nal manage o coded by
he esea ch eam. Following p io esea ch s udies on di e se eams
(e.g., Ha ison e al., 2002; Jackson e al., 2003), we con olled o eam
size, including eam membe s and he eam leade , o pa ial ou he
po en ial con ounding e ec s on he esul s. This is based on he
no ion ha he numbe o eam membe s migh in luence eam p o-
cesses and in e ac ions wi hin he eam as hese may in ol e inc eased
complexi y due o a highe numbe o linkages among eam membe s
(S eine , 1966). P io esea ch sugges s ha he p esence o membe s
wi h di e se na ional backg ounds may ei he posi i ely o nega i ely
in luence he eam's pe o mance (e.g., Ely & Thomas, 2001; Ha ison
e al., 2002; Lau & Mu nighan, 1998). Thus, we con olled o he num-
be o di e en na ionali ies a he eam le el o a oid con ounding
e ec s s emming om eams' di e se na ional backg ounds. Finally,
he na u e o eam asks was included as a a iable in he model,
because indings sugges i in luences eam pe o mance (e.g., Gilson &
Shalley, 2004). Thus, we asked eam membe s o code eam asks as
ou ine o non- ou ine. As some ex e nal manage s e alua ed he pe -
o mance o mo e han one eam, we included a con ol a iable
labeled mul iple e alua o coded as 1 when a pe son e alua ed mo e
han one eam and coded as 0 when he pe son e alua ed only one
eam. We also con olled o whe he he eam leade o he ex e nal
manage e alua ed a eam's pe o mance (labeled as eam leade ),
coded as 1 when he eam leade was he esponden and as 0 when
he ex e nal manage e alua ed he pe o mance.
3.3 |Da a analysis s a egy
Ou s udy da a exhibi ed a hie a chical s uc u e in which eams we e
nes ed wi hin hei espec i e o ganiza ions. Hence, we es ed mul ile-
el hypo heses wi h ela ionships be ween eam-le el a iables (Le el
1) and o ganiza ion-le el a iables (Le el 2). In ou esea ch model, we
p oposed a i s -s age mul ile el mode a ed indi ec e ec in which
he indi ec e ec o leade inclusi eness on eam pe o mance ia
eam esilience capaci y (i.e., a Le el 1 indi ec e ec model) is mode -
a ed by he o ganiza ional di e si y clima e (i.e., a Le el 2 a iable).
To es he indi ec e ec , mode a ion, and condi ional indi ec
e ec hypo heses simul aneously in a single model, we employed
P eache e al.’s(
2010) mul ile el app oach (i.e., 1-1-1 indi ec e ec
model) and Baue e al.’s(
2006) mode a ed media ion p ocedu es
using mul ile el modeling in Mplus 7.4 (Mu hén & Mu hén, 2012). To
assess he signi icance o he indi ec e ec s, we applied a Bayesian
echnique o mul ile el modeling (Mu hén e al., 2017) and he
Mon e Ca lo esampling me hod (Baue e al., 2006) o es ima e
he espec i e con idence in e als. These ha e been shown o
enhance s a is ical powe o iden i y indi ec e ec s in mul ile el
modeling (P eache e al., 2010). In addi ion, o a oid con la ion
be ween Le el 1 and Le el 2 e ec s, and hus o ob ain unbiased es i-
ma es o he mul ile el in e ac ions, we g oup mean cen e ed leade
inclusi eness, eam esilience capaci y, and he con ol a iables
(i.e., Le el 1 a iables), and g and mean cen e ed o ganiza ional di e -
si y clima e (i.e., Le el 2 a iable) (Ende s & To ighi, 2007).
4|RESULTS
4.1 |Desc ip i e s a is ics and co ela ions
Table 1p esen s he means, s anda d de ia ions, C onbach's alphas,
and co ela ions o he s udy's a iables. Due o he hie a chical s uc-
u e o ou da a, we display bo h eam-le el and o ganiza ion-le el
co ela ions.
4.2 |Hypo hesis es ing
Table 2summa izes he indings ela ed o di ec and condi ional indi-
ec e ec s as uns anda dized coe icien s.
4.2.1 | Di ec e ec s
We es ed he di ec e ec s wi h simul aneous conside a ion o he
nes ing o eams wi hin o ganiza ions. Fu he mo e, we con olled o
eam size, numbe o di e en na ionali ies wi hin he eam, and eam
asks. When es ing he ela ionships o eam pe o mance, we u -
he con olled o mul iple e alua o s and he eam leade as an e al-
ua o . The esul s show ha leade inclusi eness is posi i ely ela ed
o eam esilience capaci y (γ=.35, p< .01, 95% CI: 0.10,.59), p o id-
ing suppo o Hypo hesis 1. In u n, eam esilience capaci y has a
posi i e e ec on eam pe o mance (i.e., e iciency), hus con i ming
Hypo hesis 2(γ=.97, p< .01, 95% CI: .41, 1.50).
4.2.2 | Indi ec e ec
Be o e es ing he mul ile el mode a ed indi ec e ec s hypo hesis,
we examined he hypo hesized indi ec e ec a he eam le el
(Le el 1). We es ed he indi ec e ec o leade inclusi eness on
eam pe o mance h ough eam esilience capaci y (Hypo hesis 3).
Applying a pa ame ic boo s ap p ocedu e ou lined by P eache e al.
(2010) wi h 50 000 Mon e Ca lo eplica ions, we es ima ed a 95%
con idence in e al. Resul s show a posi i e indi ec e ec o leade
inclusi eness on eam pe o mance ia eam esilience capaci y
(es ima e =0.73, p< .01, 95% CI: .55, .88), suppo ing Hypo hesis 3.
4.2.3 | Mode a ion
We es ed whe he he o ganiza ional di e si y clima e mode a es he
posi i e ela ionship be ween leade inclusi eness and eam esilience
capaci y, in ha his ela ionship is mo e posi i e in i ms wi h s on-
ge o ganiza ional di e si y clima es (Hypo hesis 4). The esul s o
mul ile el modeling highligh ha o ganiza ional di e si y clima e has
a posi i e e ec on he andom slope be ween leade inclusi eness
and eam esilience (γ=0.72, p=.02, 95% CI: .01, 1.61), p o iding
suppo o Hypo hesis 4.
376 HUNDSCHELL ET AL.
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AUTHOR BIOGRAPHIES
And eas Hundschell is a pos -doc o al esea ch associa e a
he Ins i u e o Leade ship and O ganiza ion (ILO) a Ludwig-
Maximilians Uni e si ä München (Munich, Ge many). His main
esea ch in e es s a e he collabo a ion and leade ship in mul ina-
ional eams, in pa icula om a beha io al pe spec i e. His
esea ch has been published in jou nals such as Applied Psychol-
ogy and Jou nal o In e na ional Managemen .
Julia Backmann is a p o esso and he head o he chai o ans-
o ma ion o wo k and he codi ec o o he Resea ch Cen e o
Business T ans o ma ion (ChanCe) a he Uni e si y o Müns e .
Be o e joining he Uni e si y o Müns e , she wo ked as an assis-
an p o esso a he Uni e si y College Dublin and he Ludwig-
Maximilians-Uni e si ä (LMU). She ecei ed he PhD om he
WHU (Ge many). He esea ch in e es s include leade ship and
eamwo k in challenging con ex s and he u u e o wo k.
Amy Wei Tian (PhD Ca di Uni e si y) is a p o esso o Manage-
men a Cu in Uni e si y (Aus alia). He esea ch ocuses on
how s a egic human esou ce managemen and leade ship a ec
people's a i udinal and beha io al ou comes such as c ea i i y
and inno a ion. She also examines how mul icul u al employees,
leade s, and eams can con ibu e o eam and o ganiza ional suc-
cess. Amy is he associa e edi o o Jou nal o Business Resea ch,
Applied Psychology, and Aus alia Jou nal o Managemen .
Ma in Hoegl is a p o esso and he head o he Ins i u e o Lead-
e ship and O ganiza ion (ILO) a Ludwig-Maximilians-Uni e si ä
München (Munich, Ge many). Be o e joining LMU Munich, he
se ed on he acul ies o Washing on S a e Uni e si y (USA),
Bocconi Uni e si y (Milan, I aly), and WHU (Vallenda , Ge many).
His main esea ch in e es s include leade ship, collabo a ion, and
inno a ion in o ganiza ions. He has published wo ks in he Acad-
emy o Managemen Jou nal, Decision Sciences, Human Rela-
ions, Jou nal o In e na ional Business S udies, Jou nal o
Managemen , Jou nal o P oduc Inno a ion Managemen , MIT
Sloan Managemen Re iew, O ganiza ion Science, and o he
jou nals.
How o ci e his a icle: Hundschell, A., Backmann, J., Tian,
A. W., & Hoegl, M. (2025). Leade inclusi eness and eam
esilience capaci y in mul ina ional eams: The ole o
o ganiza ional di e si y clima e. Jou nal o O ganiza ional
Beha io ,46(3), 369–384. h ps://doi.o g/10.1002/job.2829
384 HUNDSCHELL ET AL.
