Effect Of Shared Leadership Research Articles

Unpacking the Multilevel Motivating Effects of Shared Leadership on Team and Individual Performance

Unpacking the Multilevel Motivating Effects of Shared Leadership on Team and Individual Performance

The Effect of Shared Leadership, Self-efficacy and Perceived Patient Safety Culture on the Patient Safety Management Activities of Nurses in Small and Medium-sized General Hospitals

The Effect of Shared Leadership, Self-efficacy and Perceived Patient Safety Culture on the Patient Safety Management Activities of Nurses in Small and Medium-sized General Hospitals

Effect of Shared Leadership and Employees’ Creativity: Meaning at Workplace as a Mediation

Introduction/Main Objectives: This study aims to discover more about the relationship between shared leadership and employees’ creativity. Background Problems: The main question of this research is whether shared leadership enhances employees' creativity via meaningful at a workplace. Novelty: Empirical evidence that explains how shared leadership may enhance employees’ creativity in the Indonesian context, especially in Indonesian technology companies is unexplored. Thus, a study that discovers such a mechanism is still needed. Research Methods: This study collected surveys with these employees by utilizing the convenience random sampling technique and utilizing PLS analysis to test hypotheses. Finding/Results: This study reveals that shared leadership affects employees’ creativity. Furthermore, the study finding also explains that meaning at the workplace mediates the link between shared leadership and employees’ creativity. Conclusion: The study finding provides an additional contribution, namely the importance of the shared leadership function in shaping positive employee behavior in the organization.

Building More Accurate Shared Leadership Theory: The Double Threshold Effect of Shared Leadership on Multilevel Creativity

ABSTRACT Although shared leadership is typically considered a beneficial leadership approach, findings reporting its effectiveness are mixed. By integrating implicit theory and the “Too-Much-of-a-Good-Thing” (TMGT) effect, this study hypothesizes that both too little and too much shared leadership restrict team creativity and employee creativity. We test such double threshold logic across three independent studies. Study 1 results reveal that shared leadership can promote team creativity, but only within a certain range. Results from Study 2 suggest that shared leadership is positively related to employee creativity, but again only within a certain range. Study 3 replicates the findings of Study 1 and Study 2, and reveals that shared leadership is unrelated to employee creativity when team collectivism is high. Together, these findings suggest that there is a double-threshold effect of shared leadership on employee creativity and team creativity, and that the double-threshold effect of shared leadership on employee creativity is moderated by team collectivism.

The Dynamics of Shared Leadership: New Directions in Research

Shared leadership is an emergent team property resulting from the distribution of leadership roles and influence across multiple team members, where different team members may share different leadership functions simultaneously or across different time points. Despite theories suggest that shared leadership is a dynamic process and an emergent team property, little is known about how shared leadership develops and evolves over time. Since shared leadership is gaining increased popularity in practice as a promising way to actively adapt to a team-based approach to work, studying shared leadership with a time-sensitive approach is urgently needed for more accurate understandings and better practical implications. In this symposium, we put forth a set of studies that examines the development trajectory, antecedents, and consequences of the dynamics of shared leadership from different approaches (e.g., latent growth cure, latent change score, and cross-lagged approaches) and different perspectives. In sum, these studies advance some new directions in shared leadership research and provide some examples for scholars and practitioners to better understand and investigate the dynamics of shared leadership. We hope this symposium can attract more attention to studying the dynamics of shared leadership and spawn a new genre of shared leadership research. The Development of Shared Leadership in Entrepreneurial Teams: A Latent Growth Curve Approach Presenter: Chu-Ding Ling; Renmin U. of China Presenter: Nan Wang; Lingnan U. Reciprocal Relationships between Shared Leadership and Team Coordination: A Cross-lagged Analysis Presenter: Li Zhu; National School of Development at Peking U. Presenter: Chunhua Chen; National School of Development at Peking U. Presenter: Jinlong Zhu; Renmin U. of China Shared Leadership and New Venture Performance: A Latent Change Score Approach Presenter: Nan Wang; Lingnan U. The Effects of Shared Leadership on Team Resilience and Creativity after Disruption Events Presenter: Jinlong Zhu; Renmin U. of China

The Effect of Shared Leadership and Organization Trust on Communication of Beauty Artists

In this study, we aim to explore the direction of communication that increases organizational trust through shared leadership within beauty organizations, supplementing existing leadership research while providing opportunities for further research, and research on leadership and organizational communication methods suitable for current beauty management environment. The subjects of this study were 584 copies of beauty care workers in Seoul and Daejeon were finally used as analysis data. As a results, this study examined the relationship between shared leadership, organizational trust, and communication of beauty workers, and found that both shared leadership and organizational trust are related to communication, and we cannot help but emphasize the importance of leadership, trust and communication to improve management performance. Based on this study, it is believed that if beauty managers directly apply it to organizational members, they will set more clear goals and produce better results.

고등학교 축구팀 내 공유 리더십이 자기 효능감과 혁신성과에 미치는 영향

본 연구의 목적은 고등학교 축구팀 선수들이 공유한 리더십이 자기 효능감과 혁신성과에 미치는 영향력을 살펴보 는 것이다. 특히 선수들의 공유 리더십이 혁신성과에 영향력을 행사하는 과정에서 자기 효능감이 매개역할을 할 것이라 가설을 설정하였다. 가설을 검증하기 위해 2019년 3월부터 5월까지 6개 고등학교 축구팀 149명의 선수들을 대상으로 비확률표본추출법 중 편의표본추출법을 활용하여 설문을 진행하였으며 다음과 같은 연구 결과가 도출되었다. 첫째, 선수 들이 공유한 리더십은 선수들의 자기 효능감에 긍정적인 영향력을 행사하였다. 둘째, 선수들의 자기 효능감은 혁신성과에 긍정적인 영향력을 행사하였다. 마지막으로 선수들의 공유 리더십은 자기 효능감을 부분 매개하여 혁신성과에 긍정적 영향을 미치는 것으로 나타났다. 본 연구에서는 이러한 연구 결과의 의의에 대해 심도 있게 논의하였다.

The effects of shared leadership on team performance

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.

The Effect of Shared Leadership on Organizational Effectiveness : Mediating of Psychological Empowerment

The Effect of Shared Leadership on Organizational Effectiveness : Mediating of Psychological Empowerment

The Effect of Shared Leadership on Job Crafting: Mediating Role of Learning Goal Orientation and Knowledge Sharing

The Effect of Shared Leadership on Job Crafting: Mediating Role of Learning Goal Orientation and Knowledge Sharing

The Cross-Level Effect of Shared Leadership on Tourism Employee Proactive Behavior and Adaptive Performance

Shared leadership has emerged as a new style that has been proven to contribute to employee performance. However, the underlying mechanism of shared leadership on employee performance and its possible correlates have not received sufficient academic attention in the literature. To narrow the related research gaps, the current study aims to establish a multi-level framework incorporating shared leadership, team reflexivity and employee performance, and examined the cross-level mediation mechanism between shared leadership and adaptive performance. A questionnaire survey consisting of 301 valid employees’ samples from 31 work teams in the hotel industry in China validated the proposed model. Multilevel analysis with Mplus was applied. The current study found that shared leadership positively influences team reflexivity, and share leadership influences employee’s adaptive performance through proactive behavior. The current study sheds light on the role of shared leadership in tourism organizations. The practical implications regarding how to improve the organizational environment to enhance productivity are further discussed.

The Effect of Shared Leadership on Knowledge Hiding: Mediating Role of Knowledge Sharing and Organizational Silence

The Effect of Shared Leadership on Knowledge Hiding: Mediating Role of Knowledge Sharing and Organizational Silence

Elaborating the Effects of Shared Leadership on Individual and Team Creativity

Shared leadership is a team-level phenomenon emerging from giving and accepting leadership influences among team members to achieve team goals. Drawing on the multilevel model of team and individua...

공유리더십이 직무성과에 미치는 영향 : 집단주의 성향의 조절효과를 중심으로

공유리더십이 직무성과에 미치는 영향 : 집단주의 성향의 조절효과를 중심으로

Effects of Shared Leadership, Psychological Empowerment and Organizational Justice on Organizational Commitment

The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.

The Effect of Shared Leadership on Performance in Social Entrepreneurial Ventures:The Moderating Role of Task-Conflict

The Effect of Shared Leadership on Performance in Social Entrepreneurial Ventures:The Moderating Role of Task-Conflict

대학 축구 팀 선수들의 공유 리더십이 혁신 행동에 미치는 영향: 회복탄력성의 매개효과

본 연구에서는 최근 수평적 조직의 도입과 함께 급부상한 개념인 공유 리더십이 대학 축구 팀 선수들의 혁신 행동에 미치는 영향력과 그 프로세스를 살펴보고자 한다. 특히, 공유 리더십이 혁신 행동에 영향을 미치는 과정에서 회복탄력성이 매개역할을 함을 주장한다. 연구 대상은 국내 5개 대학 축구팀의 남자 선수들이며 175부의 설문지를 배포한 후, 166부의 유효 설문지를 회수하였다. SPSS 16.0을 이용하여 빈도분석, 신뢰도 분석, 상관분석을 실시하였고, Lisrel 9.2를 이용하여 확인적 요인분석을 실시하였다. 이후 구조방정식을 통해 가설을 검증하였으며 다음과 같은 결론을 얻었다. 첫째, 대학 축구 팀 선수들 간의 공유 리더십은 회복탄력성에 통계적으로 유의한 정(+)의 효과를 나타냈다. 둘째, 회복탄력성은 선수들의 혁신 행동에 통계적으로 유의한 정(+)의 효과를 미치는 것으로 나타났다. 셋째, 회복탄력성은 공유 리더십과 혁신 행동의 관계를 부분 매개하는 것으로 나타났다.

The Effect of Shared Leadership on Organizational Trust, Knowledge Sharing and Innovative Behavior

The Effect of Shared Leadership on Organizational Trust, Knowledge Sharing and Innovative Behavior

The Effectiveness of Shared Leadership on Public Goods Provision

The Effectiveness of Shared Leadership on Public Goods Provision

The Effects of Shared Leadership on Team Dynamics in Six Sigma Teams

This study investigates the relationships and impacts that shared leadership development has on two team dynamic conditions during a Six Sigma project, including internal team environment (cohesion) and external coaching style. The study seeks to understand mitigating factors that affect the relationships and presence of variables. It concludes that shared leadership has unique relationships with the two-team dynamic variables. Shared leadership also has a statistically significant relationship with the internal team environment at all phases of DMAIC, but only in the measure, analyze, and improve phases when examined with external coaching. Several mitigating factors impact these relationships and variables' presence, including: task complexities and deliverables, decision-making, a coach's traits, presence of the three team cohesion dimensions, etc. A direct relationship exists between shared leadership and decision-making. This relationship impacts all the other relationships. Finally, the degree and style of external coaching has a critical role in relationship development.