Research on the emergence mechanism of shared leadership: The mediating role of self-efficacy

Abstract

Current academic research on shared leadership has focused on the impact of shared leadership, with relatively little research on its causes and operational mechanisms. To fill this gap, this paper identifies, analyzes, and tests the emergent mechanisms of shared leadership. Firstly, by defining the concept, I constructed a theoretical model of the study based on theories such as social exchange. Secondly, I used SPSS 25.0 and AMOS 24.0 software to analyze the 227 valid questionnaires collected. The results show that team member exchange has a significant positive impact on the emergence of shared leadership, and self-efficacy plays a positive mediating role.

Can shared leadership stimulate team members’ proactive behaviour? Exploring through the bridge of psychological empowerment

“…Research suggests that shared leadership fosters a culture of trust, mutual respect, and empowerment within teams, leading to higher levels of job satisfaction and organisational commitment (Salas-Vallina et al, 2022). The dynamic nature of shared leadership allows teams to leverage diverse perspectives, skills, and expertise, leading to improved decision-making processes and outcomes (Jiang, 2023). Recent literature highlights shared leadership as a key determinant of team performance and organisational effectiveness in today's complex and fast-paced work environments (Wu et al, 2020).…”