Abstract
The current meta-analysis examines the relationship between shared leadership and team performance. It also assesses the role of team confidence (i.e., collective efficacy and team potency) in this relationship. Mediation analyses supported the hypothesis that team confidence partially mediates the effects of shared leadership on team performance. We also found support for the notion that shared leadership explains unique variance in team performance, over and above that of vertical leadership. Furthermore, a variety of substantive continuous and categorical variables were investigated as moderators of the shared leadership–team performance relationship. Specifically, the relationship between shared leadership and team performance was moderated by task interdependence, team tenure, and whether performance was objectively versus subjectively measured. Finally, results suggest that the approach used when measuring shared leadership can also play a role in the observed validity. Theoretical and practical implications of these findings are discussed.
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