Purpose　-　This　paper　aims　to　investigate　the　influence　of　cognitive　style　diversity　on　intra-group　relationship　conflict　and　individual-level　organizational　citizenship　behaviors　(OCBs).　The　role　of　leader-member　exchange　as　a　moderating　variable　is　also　examined.　Design/methodology/approach　-　The　authors　used　hierarchical　linear　modeling　and　hierarchical　regression　analysis　to　analyze　results　from　a　sample　of　344　members　from　83　teams　nested　within　126　departments　in　six　manufacturing　organizations　in　the　People＇s　Republic　of　China.　Findings　-　Results　yielded　general　support　for　our　hypothesized　relationships　between　cognitive　style　diversity　and　intra-group　relationship　conflict.　Leader-member　exchange　was　also　found　to　moderate　the　relationship　between　these　two　variables.　Contrary　to　expectations,　there　were　no　relationships　between　these　variables　and　individual-level　organizational　citizenship　behaviors.　Originality/value　-　This　research　addresses　calls　from　the　team　diversity　and　conflict　literature　to　address　the　understudied　area　of　deep-level　cognitive　diversity.　Second,　this　study　addresses　previous　calls　for　more　team-level　and　mixed-level　theory　and　methodology　to　inform　OCB　research.　Third,　this　is　the　first　study　of　group-level　cognitive　style　diversity　and　the　moderating　influence　of　leader-member-exchange　and　provides　valuable　insights　into　ways　of　mitigating　some　of　the　negative　effects　of　cognitive　diversity　on　teams.