Diverse styles strengthen teams, but not immediately

Susan T. Bell’s 2007 meta-analysis, published in the Journal of Applied Psychology, summarized two decades of research on what truly influences team performance. Instead of highlighting surface-level diversity like age, gender, or ethnicity, Bell emphasized something much more predictive: Personality. Values. Attitudes.

That choice mattered. This wasn’t a simple experiment within a single company. It was a comprehensive analysis of dozens of studies, spanning industries and contexts, involving hundreds of teams over twenty years. The goal was straightforward: identify patterns that persist over time.

The findings are fascinating. Bell examined how diversity manifests early in a team’s development versus later, how differences in thinking and decision-making influence outcomes, and how all this impacts performance, communication, conflict, cohesion, and satisfaction.

Initially, deep-level diversity complicates matters. Teams face more friction, experience lower cohesion, and encounter more misunderstandings. Homogeneous teams often seem smoother at first because members think alike and move quickly.

• A team of Eagles will lead aggressively and push hard, sometimes overlooking risks or blind spots.
• A team of Owls will think deeply and plan thoroughly, but may hesitate when speed matters.
• A team of Parrots brings energy and ideas, yet may struggle with follow-through.
• A team of Doves fosters trust and harmony but might avoid tough decisions.

None of these styles is inherently wrong. Each addresses different challenges. Problems arise when one style dominates and the others are absent or ignored.

Then a change occurs. Over time, teams with varied personalities and perspectives tend to excel. They tackle more complex problems, make better decisions, and generate stronger, more innovative ideas. Teams that appeared aligned early on often become stagnant, recycling familiar ideas and struggling when tasks grow more difficult.

The key difference lies in how tension is managed. Teams that value differences, communicate effectively, and adapt their collaboration unlock the benefits. Those that ignore or suppress differences never do.

Bell’s research clearly shows that diversity alone doesn’t make a team strong. Integration does. Leaders who understand how different styles think, decide, and contribute can turn early conflicts into long-term advantages.

Strong teams aren’t built by finding people who agree. They’re shaped by helping those with different perspectives learn how to work together.

​About the Author
Merrick Rosenberg is the author of Personality Intelligence: Master the Art of Being You, The Chameleon, and many other books for adults, students, and kids. He is the creator of the Eagle, Parrot, Dove, and Owl personality approach. As an award-winning speaker and President of Take Flight Learning, Merrick teaches people how to understand themselves and others through the lens of personality, because when you know your style, you unlock your path.