Journal article
Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation
Journal of business and psychology, v 36(6), pp 969-984
01 Dec 2021
Abstract
This research seeks to integrate traditional formal leadership structures and emerging shared leadership approaches to team leadership to examine how they jointly relate to innovative outcomes in teams. To reconcile contradictory theory and research that views formal leadership as both beneficial and detrimental to informal leadership, we take a contingency-based approach and hypothesize and find that a designated, nominal formal leader is positively related to shared leadership emergence when role ambiguity is high. Additionally, high role ambiguity enhances the indirect effect of designated formal leadership on team innovation via shared leadership. Alternatively, low ambiguity neutralizes the effect of designated formal leadership on shared leadership and the indirect effect on team innovation via shared leadership. These findings help to address conflicting perspectives regarding the linkage of formal leadership and shared leadership and their respective influence on team innovation.
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Details
- Title
- Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation
- Creators
- Jonathan C. Ziegert - Drexel UniversityScott B. Dust - Miami University
- Publication Details
- Journal of business and psychology, v 36(6), pp 969-984
- Publisher
- Springer Nature
- Number of pages
- 16
- Grant note
- Lockheed Martin Corporation
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- Management
- Web of Science ID
- WOS:000588603700001
- Scopus ID
- 2-s2.0-85095989926
- Other Identifier
- 991019169702704721
InCites Highlights
Data related to this publication, from InCites Benchmarking & Analytics tool:
- Collaboration types
- Domestic collaboration
- Web of Science research areas
- Business
- Psychology, Applied