On Shared Leadership Modeling: Contrasting Network and Dyadic Approaches

Shared leadership is a dynamic phenomenon that has gained attention in behavioral science and management research over the last two decades. Network modeling is frequently employed to study this phenomenon, with the recent literature favoring a node-based approach over the traditional dyad-based app...

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Bibliographic Details
Published inSystems (Basel) Vol. 12; no. 7; p. 265
Main Authors Coluccio, Giuliani, Muñoz-Herrera, Sebastián
Format Journal Article
LanguageEnglish
Published Basel MDPI AG 01.07.2024
Subjects
Analysis
Cohesion
Dynamic structural analysis
Leadership
Modelling
multilevel structural equations
network analysis
Nodes
Perceptions
Researchers
shared leadership
Social networks
team cohesion
team performance
Teams
United Kingdom
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Summary:Shared leadership is a dynamic phenomenon that has gained attention in behavioral science and management research over the last two decades. Network modeling is frequently employed to study this phenomenon, with the recent literature favoring a node-based approach over the traditional dyad-based approach. In this study, we investigate the differential impact of these approaches on shared leadership dynamics in student teams, specifically examining their effects on team task cohesion, team social cohesion, and team performance. We utilized multilevel structural equation modeling to compare node-based and dyad-based approaches in modeling shared leadership networks. Our findings indicate that increased leadership interactions positively influenced team performance and cohesion across both approaches. The dyad-based approach demonstrated a greater effect of leadership interactions on team performance, while leadership centrality significantly impacted performance exclusively in the node-based approach. This research contributes to the field by elucidating the differential impacts of node-based and dyad-based approaches, highlighting their strengths in capturing shared leadership dynamics and centrality effects. Our results underscore the critical importance of aligning theoretical foundations and research objectives with methodological choices in shared leadership studies. These insights enhance our understanding of shared leadership measurement and its implications for team outcomes, offering valuable guidance for future empirical investigations in this domain.
ISSN:2079-8954
2079-8954
DOI:10.3390/systems12070265