Exploring the impact of shared leadership on management team member job outcomes

Michael Shane Wood · Dail Fields

83 citations0/0 files storedBaltic Journal of Management

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Team Dynamics and Performance Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

Purpose – The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work.

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References

1988Structural equation modeling in practice: A review and recommended two-step approach.1992Alternative Ways of Assessing Model Fit 2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 1970Role Conflict and Ambiguity in Complex Organizations 1981Leadership in Organizations 1978The External Control of Organizations.1985Application of confirmatory factor analysis to the study of self-concept: First- and higher order factor models and their invariance across groups.1990Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed.

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2016Shared leadership and commonality: A policy-capturing study 2015Examining teamwork and leadership in the fields of public administration, leadership, and management 2017Shared leadership in teams 2019Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity 2021Shared Leadership and Team Effectiveness: An Investigation of Whether and When in Engineering Design Teams

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