<p>This study explored the positive effects of power disparity on team performance from a team cognition perspective, with a focus on the mediating role of shared mental models and the moderating role of the transactive memory system. Using empirical the data of 61 teams, the study examined the relationships between key variables, leading to several important conclusions. First, the study revealed a significant positive association between power disparity and team performance, with this relationship being mediated by shared mental models. Second, the research revealed the moderating role of the transactive memory system in the relationship between power disparity and team performance. Specifically, the transactive memory system enhanced team performance by positively moderating the path from power disparity to shared mental models, as well as the path from shared mental models to team performance. The empirical results of this study critiqued the bias of power conflict theory with respect to the negative effects of power disparity, strongly supported the opinion of power functionalism, and highlighted that power disparity can have a positive effect under certain conditions, providing valuable insights for the design of organizational power structures.</p>