Is Shared Leadership Really as Perfect as We Thought? Positive and Negative Outcomes of Shared Leadership on Employee Creativity

Abstract

The link between shared leadership and employee creativity has been consistently labeled as positive in prior studies, discounting a possible negative relationship. A parallel mediation model was constructed to establish the favorable and unfavorable outcomes of shared leadership on employee creativity. The model is based on the job demands–resources model that originates from conservation of resource theory. Psychological safety and role stress play positive and negative mediating roles, respectively. The theoretical model was validated using data collected from 232 employees of 42 teams in China. Empirical results demonstrate (a) a positive association between shared leadership and employee creativity through psychological safety and (b) a negative one through role stress. These relationships have theoretical and practical implications.

Leaders Makes the Project Go: An Inclusive Framework of Shared Leadership, Internal Marketing, Internal Communication, and Thriving

“…Leadership has gained traction these days as a factor influencing project outcomes (Lorinkova & Bartol, 2021;Imam & Zaheer, 2021;Imam, 2021). Scholars (e.g., Klasmeie & Rowold, 2022;Wang & Peng, 2022) have highlighted the value of shared leadership as an effective leadership style. We tested a comprehensive model of shared leadership with project success including internal marketing, internal communication and thriving as mediators.…”

“…It is argued that project success depends on an appropriate leadership style (Castellano, 2021;Jiang, 2014;Lee, 2021). In an assessment of the current studies on the effect of leadership on project outcomes (Ali, 2021;Bartol & Lorinkova, 2021;Imam & Zaheer, 2021;Imam, 2021;Lorinkova, 2021), several scholars (for example, Klasmeie & Rowold, 2022;Peng & Wang, 2022) have stressed the usefulness of shared leadership. Shared leadership denotes leadership whereby responsibilities and leadership roles are shared between team members (Conger & Pearce, 2003).…”

Does shared leadership always work? A state-of-the-art review and future prospects

“…D 'Innocenzo et al, 2016;Lorinkova and Bartol, 2021;Wang et al, 2017). But at the same time, they also bring about a series of negative impacts, such as power struggle (Ji, 2018), role stress (Wang and Peng, 2022) and low decision-making efficiency (Zhu et al, 2018), which will be discussed in detail below.…”

“…Role overload is a kind of role stress caused by the lack of necessary skills or time to realize the role expectation when an individual is faced with multiple roles. It is proposed that employees under shared leadership conditions need to assume the responsibilities of both leader and follower, and are placed under more role expectations, which will bring greater work pressure to them and lead to the perception of high role load (Wang and Peng, 2022). In addition, the empirical study by Evans et al (2021) indicated that when peer engagement was low and employees needed to take interpersonal responsibilities, shared leadership will damage individual enjoyment and performance due to role stress (i.e.…”

Shared Leadership and Improvisation: Dual Perspective of Cognition-Affection

“…Extant research on improvisation mainly focused on the effect of the team situation and individual traits in shaping individual and team improvisation [ 12 , 13 , 14 ], while less emphasis is placed on leadership, which plays a pivotal role in creating conditions that enable teams to be effective [ 1 , 9 , 15 ]. Moreover, the practice of informal leadership has become more widespread in current organizations as the emphasis on teammate cooperation and coordination is increasing [ 16 , 17 ]. Organizational scholars have argued that flexible team interaction patterns promote efficient team responses to unexpected situations [ 18 , 19 ].…”