Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability
Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability
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DOI：
10.1037/apl0000159
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发表时间：
2016-12-01
影响因子：
9.9
通讯作者：
Tesluk, Paul E.
中科院分区：
文献类型：
--
作者：
Chiu, Chia-Yen (Chad);Owens, Bradley P.;Tesluk, Paul E.
本研究的目的是产生新的理论见解，领导者的谦逊和团队成员的特点如何促进共享领导的条件，当共享领导与团队效能。借鉴社会信息处理理论和适应性领导理论，我们提出，领导者谦逊促进共享领导，通过促进团队成员之间的领导主张和领导授予的互动。我们还运用优势互补理论提出团队主动性人格加强了领导者谦逊对共享领导的影响。最后，我们预测，当团队成员具有高水平的任务相关能力时，共享领导力与团队绩效的关系最为密切。使用的样本组成的62个台湾专业工作团队，我们发现支持我们提出的假设模型。这些结果的理论和实践意义的团队领导，谦逊，团队组成，和共享的领导进行了讨论。
The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed.