A Meta-Analysis of Shared Leadership and Team Effectiveness
A Meta-Analysis of Shared Leadership and Team Effectiveness
复制标题
共享领导力和团队有效性的元分析
DOI：
10.1037/a0034531
复制
发表时间：
2014-03-01
影响因子：
9.9
通讯作者：
Zhang, Zhen
中科院分区：
文献类型：
--
作者：
Wang, Danni;Waldman, David A.;Zhang, Zhen
越来越多的研究考察了团队中领导过程的“共享性”（即，共享领导、集体领导和分布式领导）。我们对42个共享领导的独立样本进行了meta分析，并检验了其与团队有效性的关系。我们的研究结果揭示了整体正相关（rho = .34）。但也许更重要的是，成员之间实际分享的内容似乎与团队效率有关。也就是说，共享的传统领导形式（例如，启动结构和考虑）比共享的新类型领导（例如，魅力型和变革型领导，rho = .34）或累积的，整体的共享领导（rho = .35）显示出更低的关系（rho = .18）。此外，与团队绩效相比，共享领导倾向于与团队态度结果、行为过程和突发团队状态有更强的相关性。此外，当团队成员的工作越复杂时，共享领导的效果越强。我们的研究结果进一步表明，在测量共享领导时所使用的指涉并不影响其与团队有效性的关系，并且与垂直领导相比，共享领导对团队绩效的影响是独特的。总之，我们的研究不仅积累了现有的关于共享领导的研究，也为未来的研究提供了方向，推动了对多元领导形式的研究。
A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (rho = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (rho = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; rho = .34) or cumulative, overall shared leadership (rho = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.