Investigating the emergence of shared leadership in teams: The roles of team proactivity, internal social context, and leader humility
MetadataShow full item record
In my dissertation, I investigate how shared leadership emerges in teams. Defined as a group phenomenon generated from the distribution and rotation of leadership across different team members, shared leadership requires individual members to engage in proactive actions that result in greater team coordination, relationship building, and improved decision making. I propose that formal team leaders with high levels of humility promote shared leadership in the teams they manage by activating in team members a set of cognitive-emotional-motivational mechanisms that promotes team members' proactive engagement in leadership influence within the team. Greater team proactivity leads to shared leadership, which in turn is associated with higher levels of team effectiveness. To test these hypotheses, I used a two-wave, survey-based design to collect data from 70 professional service teams (e.g., consulting or R&D; groups) at multiple Taiwanese firms. The results support most of the proposed hypotheses. The conclusion of this study suggests how formal leaders can advance the development of shared leadership, thereby providing practical guidelines for training team leaders.