Abstract
Our study identifies an important potential downside of the need for leaders to reach opposing objectives, as identified by paradox theory: communicating competing goals can contribute to team member perceptions of low behavioral integrity for leadership sharing.Behavioral integrity for leadership sharing is associated with team performance through the mediating effects of shared leadership and team efficacy. Team leaders have important roles in establishing well-functioning leadership collectives through helping team members develop their own leader identities. This process is disrupted when leaders are perceived to have low behavioral integrity for leadership sharing. We extend adaptive leadership theory by highlighting the disproportionate influence a team leader has in establishing shared leadership in a team.
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