The relationship between cognitive diversity, transformational leadership and team performance

Abstract

Diversity research is wide and supported with various outcomes and results. This research aimed to understand whether a deeper level diversity namely cognitive diversity is linked to specific performance outcomes in organisations. Business and academia understand the more common surface level demographic diversity well, as it is a topic which has been studied widely with mixed results. Transformational leadership was included in the study as it is a common leadership style included in diversity research because of its characteristics to inspire and motivate collectiveness in achieving organisational goals. A quantitative study was performed operationalised using an online survey. The questions aimed to gain an understanding of the perceptions of professionals, middle and senior managers working corporates in South Africa on cognitive diversity, transformational leadership and performance outcomes in relation to their teams. Purposive and snowball sampling techniques were used in the study. Correlation and regression analysis were performed on data collected from 153 participants who met the population criteria. No relationship was found between cognitive diversity and team performance. However, a significant positive relationship was shown between transformational leadership and team performance.