Shared Leadership: Experimental Evidence On Its Antecedents and Impact on Team Outcomes

Leadership has been traditionally conceptualized as individual-centered and top-down. However, the fast growing environment creates demands beyond the capabilities of an individual leader and requires flexible and adaptive leadership structures in response. The current study built upon research in leadership and teams and employed an iterative experimental design to investigate the emergence of shared leadership through its antecedents (i.e., power structure and role assignment) and examine its impact on team outcomes (i.e., productivity, adaptability and innovation). The relationship between shared leadership and other team properties (i.e., collective efficacy and team cohesiveness) were also scrutinized. Social network analysis (SNA) and growth modeling techniques were utilized. Support for hypotheses was not found. Methodological and analytical limitations and future research directions were discussed.

Name thesis:degree_name

Master of Science

Level thesis:degree_level

masters

Discipline thesis:degree_discipline

Psychology

Department dc:contributor.department

Psychology

Grantor dc:publisher

Virginia Tech

Year dc:date.issued

2010

Author dc:creator

• Huang, Shujing

Chair dc:contributor.committeechair

• Foti, Roseanne J.

Committee members dc:contributor.committeemember

• Hauenstein, Neil M. A.
• Fritz, Matthew S.

• shared leadership
• collective leadership
• teams
• HLM
• growth modeling

Statement dc:rights

• In Copyright

Licence dc:rights.uri

• http://rightsstatements.org/vocab/InC/1.0/

Language dc:language.iso

en_US

Dc Identifier Other

etd-03012010-195800

OAI identifier oai:identifier

oai:vtechworks.lib.vt.edu:10919/76917