Shared leadership effectiveness: perceived task complexity as moderator

Abstract

Purpose This paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting quantity (level of performance) as well as quality (team errors). In addition, this paper also investigates the role of perceived task complexity in moderating the effect of sharing leadership on team performance. Design/methodology/approach In total, 26 teams (N = 78) were asked to work on an interdependent team-task, where they engaged in a laboratory team decision-making exercise. Findings Results revealed that teams sharing leadership made fewer errors. They achieved higher levels of quality of performance. As predicted, this effect was stronger when team members perceived the task as highly complex, even though objective task difficulty was constant. Research limitations/implications This study extends current literature on shared leadership by documenting that sharing the lead in teams can also improve the quality of team performance and that perceived complexity of tasks is an important moderator of this effect. Practical implications Based on the findings, influencing perceptions of task complexity can be considered as an important strategy to stimulate shared leadership in teams. Originality/value Using social network approach, the authors showed that shared leadership is an important tool for preventing team errors and offer a new explanation for inconsistent findings from recent meta-analyses by showing that perceived task complexity moderates the effects of shared leadership. Additionally, this study offers an original team task for investigating shared leadership in teams.

The influence of shared leadership on team performance with team personality composition as a moderating variable in student business project at Ciputra University Surabaya

“…The leadership type is well known as shared leadership. In shared leadership, all members of the team are considered equal to each other and equally have the right to lead so there is no differentiation of status and roles (Müller et al, 2018). Shared leadership requires members in the team to have the willingness to play a role as a leader to continue the leadership role (Müller et al, 2018).…”

“…In shared leadership, all members of the team are considered equal to each other and equally have the right to lead so there is no differentiation of status and roles (Müller et al, 2018). Shared leadership requires members in the team to have the willingness to play a role as a leader to continue the leadership role (Müller et al, 2018). There are three types of shared leadership, including Shared Traditional Leadership (STL), New-Genre Leadership (NGL), and cumulative overall shared leadership (COSL (Martin et al, 2018).…”

Studi Shared Leadership Dan Perannya Dalam Meningkatkan Kinerja Karyawan

“…Model regresi yang tidak terjadi korelasi antara variabel independen adalah model regresi yang baik. (Müller et al, 2018). Studi menunjukkan bahwa shared leadership menyebabkan pekerjaan lebih terdesentralisasi, yang berdampak pada hubungan yang lebih erat antara pemimpin dan anggota tim, yang mendorong interaksi untuk saling berbagi ilmu, kemampuan dan keterampilan, menurunkan tingkat kesalahan tim dan meningkatkan kualitas kinerja.…”

Modelo de negócio em engenharia de produção: período 2009-2018

“…Beyond these organizational performance metrics, the work structure and all workers responsible for organizational success must also play an important role in performance system designs (JACA et al, 2013;CIASULLO et al, 2017). Macbryde and Mendibil (2003) (MÜLLER et al, 2018, MOURA et al, 2019REZVANI et al, 2019) with the goal to analyze and hypothesize cohesion theories that provides exceptional performance in organization environment's field.…”

“…Recent work studies (JACA et al, 2013;CIASULLO et al, 2017) accomplished the old sociotechnical theory (MARX, 1997;SALERNO, 1994), investigating not only shared leadership effects on performance (MÜLLER et al, 2018), but also how individual aspects, such as emotional intelligence, affect social factors, like trust and conflict, and consequently, collective results. (REZVANI et al, 2019).…”