Dispositional antecedents of shared leadership emergent states on entrepreneurial teams

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Shiji Lyndon ◽

Ashish Pandey

Keyword(s):

Shared Leadership ◽

Process Model ◽

Team Development ◽

Leadership Emergence ◽

Content Type ◽

Entrepreneurial Teams ◽

Founding Team ◽

Or Team ◽

Depth Interviews ◽

Practical Implications

PurposeEntrepreneurship literature has not sufficiently explored the process of how, at different points in time, different members of the co-founding team emerge as leaders. The purpose of this paper is to deconstruct the phenomenon of shared leadership emergence process amongst co-founders in entrepreneurial teams.Design/methodology/approachThe study adopted a qualitative approach. 21 co-founders from 7 entrepreneurial teams participated in the study. In-depth interviews were conducted. The data were analysed using Nvivo 11 software.FindingsThe study elaborates the process model of shared leadership emergence. The study found that shared interpersonal cognition and trust amongst the co-founders lead to claiming and granting of leadership. The findings also illustrate various strategies used by co-founders to emerge as leaders.Practical implicationsThe findings provide key insights to entrepreneurial teams by illuminating what kind of leadership dynamics should be developed, right from the initial stages of the venture. Also, the findings would be beneficial to investors, mentors and coaches of the entrepreneurial teams and ventures, by highlighting team dynamics to be considered before making any investment or team development decisions.Originality/valueThe inductive approach adopted in the study helps in understanding the process of shared leadership emergence in entrepreneurial teams, which is not adequately answered by previous studies. The study extends both shared leadership and entrepreneurship literature by providing a process theory of leadership emergence.

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Shared leadership in entrepreneurial teams: a qualitative study

Journal of Indian Business Research ◽

10.1108/jibr-06-2019-0196 ◽

2019 ◽

Vol 12 (3) ◽

pp. 427-441

Author(s):

Shiji Lyndon ◽

Ashish Pandey

Keyword(s):

Decision Making ◽

Shared Leadership ◽

Design Methodology ◽

Investment Decisions ◽

Qualitative Approach ◽

Content Type ◽

Entrepreneurial Teams ◽

Depth Interviews ◽

Practical Implications ◽

Answering Questions

Purpose The purpose of this paper is to unravel the underpinnings of the phenomenon of shared leadership. The study was carried out with the objective of answering questions such as what is shared in shared leadership, what are individual and team level factors which lead to sharing and what are the outcomes of shared leadership. Design/methodology/approach The study adopted a qualitative approach. Eighteen in-depth interviews were conducted. The data were analysed using Nvivo 11 software. Findings The study found that in entrepreneurial teams while sharing leadership, cofounders share competencies, roles, vision, stress and decision-making. The study also reveals various individual and team level factors which facilitate shared leadership and its outcomes. Practical implications The study offers critical insights regarding the characteristics of individuals and team where shared leadership would work and hence can be used to understand the factors to be considered while forming teams. The study also has important insights for the investors regarding what dynamics to look for in individuals and teams before making investment decisions. Originality/value The inductive approach adopted in the study helps in understanding some of the basic underpinnings of the phenomenon of shared leadership which were not adequately answered by previous studies.

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How shared leadership and team personality composition interact to improve entrepreneurial team performance

Journal of Small Business and Enterprise Development ◽

10.1108/jsbed-12-2016-0206 ◽

2017 ◽

Vol 24 (3) ◽

pp. 426-445 ◽

Cited By ~ 8

Author(s):

Wencang Zhou ◽

Yanli Zhang ◽

Yali Shen

Keyword(s):

Team Performance ◽

Shared Leadership ◽

Team Effectiveness ◽

Emotional Stability ◽

Openness To Experience ◽

Content Type ◽

Entrepreneurial Teams ◽

Entrepreneurial Team ◽

Team Personality ◽

The Relationship

Purpose The purpose of this paper is twofold: first, to explore the contingency effects of personality composition on the shard leadership and entrepreneurial team performance relationship and second, to examine different contingency effects that team personality mean score and team personality diversity have on the shared leadership – entrepreneurial team performance relationship, using the person-team fit theory and the Big-5 framework. Design/methodology/approach The sample consisted of 200 entrepreneurial teams in a technology incubator founded in 2009 in eastern China. Data were collected through an online survey. Findings Team conscientiousness level and team openness to experience diversity were found to interact with shared leadership to influence team effectiveness in a supplementary way, such that the relationship between shared leadership and team effectiveness will be stronger when the team’s mean score on conscientiousness level is high and diversity score on openness to experience is low. Another finding from this study is that team diversity scores on emotional stability and agreeableness interact with shared leadership in a complementary way; that is, the higher the diversity score, the better influence shared leadership has on team effectiveness. Practical implications First, this study provides policy implications for government agencies, foundations, and universities who provide support for start-ups in incubators. These institutions should know the importance of entrepreneurial team composition and team process to start-up performance and should provide entrepreneurial teams support in team development. Second, the study provides entrepreneurs with implications regarding team member selection. Originality/value This is one of the first papers to study the interaction between personality composition and shared leadership and its impact on new venture performance. These findings advance the literature on moderators of shared leadership by demonstrating that team personality composition on conscientiousness, openness to experience, emotional stability, and agreeableness moderates the relationship between shared leadership and entrepreneurial team performance.

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How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

Journal of Leadership & Organizational Studies ◽

10.1177/1548051820950366 ◽

2020 ◽

Vol 27 (4) ◽

pp. 406-418

Author(s):

Zhicheng Chen ◽

Zhi Chen ◽

Yunjiang Yu ◽

Shenglan Huang

Keyword(s):

Shared Leadership ◽

Moderated Mediation ◽

Boundary Spanning ◽

New Venture ◽

Mediation Model ◽

Venture Performance ◽

Entrepreneurial Teams ◽

Indirect Influence ◽

Moderated Mediation Model ◽

New Venture Performance

While there is a burgeoning trend to recognize leadership as an important enabler of new venture development and growth, scant research has explored the performance mechanisms of shared leadership in the entrepreneurial context. Based on the information processing perspective, we propose a moderated mediation model to examine how shared leadership in entrepreneurial teams advance new venture performance by identifying team reflexivity as a pivotal mediator and team boundary spanning as a crucial contingency. The data set from a cross-industry sample of 94 entrepreneurial teams indicated that shared leadership exerts a positive indirect influence on new venture performance via team reflexivity; and team boundary spanning moderates such indirect influence. Finally, how our findings contribute to the entrepreneurship, leadership, team research, and managerial practice are discussed.

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