Abstract
Purpose – In today’s organizations, the heterogeneity of work teams is increasing. For example,
members of work teams have different ages, genders, and/or cultural backgrounds. As a consequence,
team leaders have to face the challenge of taking into account the various needs, values, and motives of
their followers. However, there has been very little empirical research to test whether the influence of
leadership behaviors on performance is moderated by facets of team heterogeneity. This paper aims to
address this issue.