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Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities
Journal article   Peer reviewed

Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities

Lauren D'Innocenzo, Michael Kukenberger, Andrea C. Farro and Jennifer A. Griffith
The Leadership quarterly, v 32(5), 101499
Oct 2021
DOI: https://doi.org/10.1016/j.leaqua.2021.101499

Abstract

Leadership development Shared leadership Team composition Team performance
We used longitudinal data from 205 members of 53 student teams who competed in a complex business simulation over 10 weeks to test: (1) whether shared leadership and performance were related reciprocally over time; (2) the relative magnitude of those relationships; and (3) whether a shared leadership intervention changes those relationships. We also considered the influence of team members' mean level personality to account for compositional effects. As anticipated, shared leadership and performance were related positively and reciprocally over time. Moreover, the shared leadership to performance relationship grew stronger and positive whereas the performance to shared leadership relationship remained fairly consistent over time. As expected, the intervention positively related to the trajectory of shared leadership. Finally, we did not find evidence for the hypothesized relationships of personality on shared leadership nor the strength of the intervention.

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18 citations in Web of Science
22 citations in Scopus

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Collaboration types
Domestic collaboration
Web of Science research areas
Management
Psychology, Applied
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