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Shared leadership is a topic that has been growing in importance both for researchers and
practitioners over the past few years. In fact, several studies have been conducted on the influence
that shared leadership produces on team performance. However, there is still little research about
the underlying factors that mediate and moderate the relationship between these two variables.
Hence, the purpose of this study is to analyze the relationship between shared leadership and team
performance through team psychological safety and for different levels of team identification. The
study was conducted through self-reported questionnaires involving 86 people who comprised 27
teams. Data was collected in different countries and from several industries and the questionnaires
were developed based on validated scales. The results, conducted in SPSS by using PROCESS
macro, provided support for the direct relationship between shared leadership and team
performance. Nevertheless, the results did not provide support for the mediating role of team
psychological safety between shared leadership and team performance, for the moderation role of
team identification and neither for the moderated mediation hypothesis. In future studies,
researchers should not only consider other impactful factors that may affect the relationship
between shared leadership and team performance, but also collect data from multiple moments in
time. This paper sheds light on the importance that is for organizations nowadays to promote
shared leadership environments where people are encouraged to see both themselves and their
colleagues as potential leaders in order to succeed.
Descrição
Palavras-chave
Shared leadership Team performance Team psychological safety Team identification Moderated mediation
