The effects of shared leadership on team performance

Abstract

PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.