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Project

How to share the lead effectively? The moderating impact of role differentiation, shared vision, and collective efficacy.

Effective leadership has been proposed as a crucial determinant for a teams functioning, with vertical leadership (i.e., the leader positioned hierarchically above the team) being the dominant perspective. Recently however, a radical shift has occurred to the idea of shared leadership, with leadership not only emanating from the formal leader, but also from team members. Shared leadership is suggested to be a more powerful predictor of team effectiveness than vertical leadership. A number of studies have supported these claims by demonstrating an overall positive relationship between shared leadership and team performance. However, other studies noted that shared leadership is not always effective. Although there are some theoretical arguments that suggest boundary conditions and moderating mechanisms underlying the effectiveness of shared leadership, the vast majority of empirical studies did not take such conditions and mechanisms into consideration. Therefore, the current project aims to provide a deeper insight in the processes underlying the effectiveness of shared leadership, such as role differentiation, shared vision, and collective efficacy.

Date:1 Oct 2015 →  30 Sep 2016
Keywords:collective efficacy, shared vision, role differentiation, boundary conditions, team functioning, Shared leadership, team identification