The role of cognitive diversity in team decision-making continues to interest practitioners and scholars due to the importance of effective decision-making for organisational success. The aim of this study is to deepen the understanding of how cognitive-style diversity affects decision quality and satisfaction in leadership teams. To achieve this, the potential mechanisms that transmit the effects and the climate factors that facilitate these relationships are investigated. Drawing from past literature, it was hypothesised that diversity in the rational and intuitive cognitive styles would be related to lower cohesion and higher conflict within leadership teams, thereby negatively affecting decision quality and team satisfaction. Additionally, it was expected that psychological safety would buffer the negative effects of cognitive-style diversity on team conflict, as well as the negative effect of conflict on team effectiveness, while higher levels of perspective taking within teams would mitigate the negative impact of cognitive-style diversity on team cohesion. Twenty-eight leadership teams from Aotearoa New Zealand, Australia, and the United Kingdom participated in this cross- sectional study via online surveys. Unexpectedly, the results revealed a positive association between cognitive-style diversity and team satisfaction mediated by cohesion. Cognitive-style diversity was not associated with team effectiveness through conflict, also counter to expectations. These findings were contrary to predictions made in line with the similarity- attraction paradigm that cognitive diversity would disrupt team processes due to interpersonal tension. As hypothesised, moderation analyses indicated that in conditions of higher psychological safety, team conflict was associated with higher decision quality, whereas in conditions of lower psychological safety, conflict had a negative relationship with decision quality. However, neither psychological safety nor perspective taking moderated the indirect relationships between cognitive-style diversity and team effectiveness. This research contributes to team diversity literature by highlighting cognitive styles as a valuable form of cognitive diversity for enhancing leadership team satisfaction. Furthermore, the results highlight psychological safety as an integral factor in whether conflict contributes to effective team decision-making.