Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

Clicks: 365
ID: 103407
2016
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Abstract
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. (PsycINFO Database Record
Reference Key
chiu2016initiatingthe Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Chiu, Chia-Yen Chad;Owens, Bradley P;Tesluk, Paul E;
Journal the journal of applied psychology
Year 2016
DOI
DOI not found
URL URL not found
Keywords
social support activity psychological stress ethical theory resignation from actions strategies for coping

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