scholarly journals Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

2016 ◽  
Vol 101 (12) ◽  
pp. 1705-1720 ◽  
Author(s):  
Chia-Yen (Chad) Chiu ◽  
Bradley P. Owens ◽  
Paul E. Tesluk
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Proactive Personality ◽  
Performance Capability ◽  
Leader Humility

Shared leadership, diversity, and information sharing in teams

2014 ◽  
Vol 29 (5) ◽  
pp. 541-564 ◽  
Author(s):  
Julia E. Hoch
Keyword(s):  
Information Sharing ◽  
Team Performance ◽  
Shared Leadership ◽  
Structural Equation ◽  
Equation Modeling ◽  
Demographic Diversity ◽  
Content Type ◽  
Mediating Variables ◽  
Leadership Diversity

Purpose – Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team performance, the moderating role of demographic diversity and the mediating role of information sharing on this relationship. Design/methodology/approach – The research used a field study design, quantitative data of employees from two different organizations. Data were analyzed with structural equation modeling analyses. Findings – Shared leadership was positively associated with team performance and this association was mediated by information sharing. Demographic diversity moderated the relationship between shared leadership and team performance, such that shared leadership was more strongly associated with team performance in more diverse teams and less in less diverse teams. Research limitations/implications – The results found support for moderating and mediating variables, explaining under what conditions and how shared leadership is associated with team performance in organizations. Practical implications – The findings highlight the importance of nurturing shared leadership, in particular as teams tend to grow more diverse in our todays’ work settings. They also highlight the importance of diversity in how shared leadership unfolds its potential. Social implications – The research highlights that shared leadership, diversity, and information are increasingly important in today's organizations and should be considered from a more positive standpoint. Originality/value – This research explored the association between shared leadership, demographic diversity, and information sharing with team performance. It represents a first step in examining the moderating and mediating variables of the shared leadership and team performance association.

scholarly journals Transformational Leadership Versus Shared Leadership for Team Effectiveness

2021 ◽  
Author(s):  
Thi Bich Hanh Tran ◽  
Anh Dung Vu
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Mediating Role ◽  
Performance Quality ◽  
Team Viability ◽  
Team Experience

This study aims at investigating the effect of transformational leadership and shared leadership on dimensions of team effectiveness and the mediating role of teamwork orientation. The data were collected from members of working teams in companies of different fields in Vietnam. The results show that both transformational leadership and shared leadership are significantly associated to team effectiveness including team performance, quality of team experience, and team viability. The effects of transformational leadership are more robust compared to those of shared leadership while both leadership styles are dramatically relevant to team viability. In addition, teamwork orientation serves as a significant partial mediator in the relationship between transformational leadership, shared leadership, and dimensions of team effectiveness. The study is an early research in evaluating the effect of transformational leadership and shared leadership on three dimensions of team effectiveness, namely team performance, quality of team experience, and team viability. It is also the very first to explore the mediating role of teamwork orientation in the effect of leadership approaches on components of team effectiveness. The study offers interesting empirical evidence of an under-researched Asian emerging economy – Vietnam – so providing practical implications for companies in Vietnamese context in particular and similar Asian economies.

The Role of Shared Leadership in Managing Conflicts in Multigenerational Teams: A Research Framework

2020 ◽  
pp. 227853372096492
Author(s):  
Chayanika Bhayana ◽  
Vishal Gupta ◽  
Kirti Sharda
Keyword(s):  
Conflict Management ◽  
Conceptual Framework ◽  
Team Performance ◽  
Shared Leadership ◽  
Team Member ◽  
Positive Outcomes ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Team Outcomes

With multigenerational teams becoming ubiquitous in contemporary organisations, this article aims to address the need to understand the dynamics within such teams. The study proposes a conceptual framework to examine the role of shared leadership in multigenerational teams in promoting positive team outcomes for such teams. Potential differences in work values, attitudes and behaviours among different generations are likely to predispose multigenerational teams to a higher probability of conflicts, which may negatively impact team outcomes. The study posits that if shared leadership emerges in multigenerational teams, it is likely to promote the adoption of cooperative conflict management styles and inhibit the adoption of competitive and avoidant styles, thereby leading to positive outcomes like team performance and team member satisfaction. By proposing conflict management styles as an important mechanism through which shared leadership promotes positive team outcomes, the study intends to contribute to the emerging literature on shared leadership and conflict management in multigenerational teams.

The role of shared leadership in enhancing the quantity and quality of team performance: The influence of perceived task complexity

2019 ◽  
Vol 27 (5) ◽  
pp. 30-32
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Decision ◽  
First Time ◽  
The Relationship

Purpose This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship. Design/methodology/approach Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise. Findings The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased. Practical implications Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams. Originality/value This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

scholarly journals Eminence of Leader Humility for Follower Creativity During COVID-19: The Role of Self-Efficacy and Proactive Personality

2022 ◽  
Vol 12 ◽  
Author(s):  
Farwa Asghar ◽  
Shahid Mahmood ◽  
Kanwal Iqbal Khan ◽  
Madeeha Gohar Qureshi ◽  
Mahendra Fakhri
Keyword(s):  
Social Information Processing ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Banking Sector ◽  
Social Sustainability ◽  
Proactive Personality ◽  
The Relationship ◽  
Moderating Role ◽  
Leader Humility

The purpose of this study is to understand how leader humility effectively stimulates follower creativity in the workplace during the coronavirus disease 2019 (COVID-19) scenario. Relying on social cognitive and social information processing theories, this study investigates how leader humility cultivates follower self-efficacy and follower creativity. Furthermore, it explores an intervening mechanism of follower self-efficacy and examines a moderating role of leader proactive personality. The hypothesized model is empirically tested by collecting the data from 405 employees and 87 managers working in the banking sector of Pakistan. The results indicate that leader humility is positively related to follower self-efficacy and follower creativity, which improve the organization’s innovation climate and an environment for social sustainability. Follower self-efficacy is also significantly related to follower creativity. The mediation analysis shows that follower self-efficacy mediates the relationship between leader humility and follower creativity. Additionally, leader proactive personality moderates the relation between follower self-efficacy and follower creativity. This study highlights the importance of leader humility for creativity and extends the literature by explaining the role of self-efficacy. Furthermore, the findings may assist the policymakers in how a humble leader heightens employee creativity and social sustainability in COVID-19.

Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders

2020 ◽  
Vol 27 (4) ◽  
pp. 329-339
Author(s):  
Ann C. Peng ◽  
Biying Wang ◽  
John M. Schaubroeck ◽  
Riguang Gao
Keyword(s):  
Team Performance ◽  
Work Teams ◽  
Contextual Influences ◽  
Team Leaders ◽  
Time Lagged ◽  
Performance Results ◽  
Positive Effect ◽  
Leader Humility ◽  
Trickle Down

We draw from social learning theory to propose a model in which humble behaviors displayed by higher-level leaders trickle down to lower-level team leaders and thereby indirectly promote team performance. We also propose that skip-level leader humility enhances the positive effect of team leader humility on team performance. Results based on time-lagged, multisource data from a sample of 128 work teams supported our model. Also, the trickle-down effect of leader humility is stronger in organizations with relatively high authority centralization. Our study thus links humble leadership of both direct and distant leaders to team performance and highlights the role of higher-level leaders in fostering humble behaviors of lower-level leaders.

Team reward interdependence and team performance: roles of shared leadership and psychological ownership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qinxuan Gu ◽  
Dongqing Hu ◽  
Paul Hempel
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Content Type ◽  
Processing Theory ◽  
The Relationship ◽  
Moderating Role

PurposeDrawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.Design/methodology/approachData were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.FindingsTeam reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.Research limitations/implicationsThe shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.Practical implicationsOrganizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.Originality/valueThis study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

Impact of shared leadership on team performance through team reflexivity: examining the moderating role of task complexity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noor Ul Hadi ◽  
Anum Chaudhary
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Quantitative Research ◽  
Task Complexity ◽  
Sampling Technique ◽  
Content Type ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

Purpose To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity. Design/methodology/approach To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro. Findings The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks. Originality/value Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.

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