Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China

The current study extends the literature on shared leadership by exploring the questions of whether, how, and when shared leadership makes an impact on team and individual learning behaviors. Specifically, the current research proposed that shared leadership has a positive impact on both team and in...

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Bibliographic Details
Published inThe Leadership quarterly Vol. 25; no. 2; pp. 282 - 295
Main Authors Liu, Songbo, Hu, Jia, Li, Yuhui, Wang, Zhen, Lin, Xiaoshuang
Format Journal Article
LanguageEnglish
Published Oxford Elsevier Inc 01.04.2014
Elsevier Science Ltd
Subjects
Job variety
Leadership
Learning
Occupational psychology
Organizational behavior
Organizational learning
Psychological safety
Shared leadership
Studies
Teams
China
Learning
Psychological safety
Shared leadership
Job variety
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Summary:The current study extends the literature on shared leadership by exploring the questions of whether, how, and when shared leadership makes an impact on team and individual learning behaviors. Specifically, the current research proposed that shared leadership has a positive impact on both team and individual learning and this impact was realized through the mediating role of team psychological safety. Furthermore, the study introduces job variety as a potential moderator in the relationships between shared leadership on team and individual learning behaviors through team psychological safety, such that the indirect effects are more positive when team members perceived high job variety. Using 263 members from 50 teams in China, the hypotheses were largely supported. Theoretical contributions, practical implications and future research directions are discussed.
ISSN:1048-9843
1873-3409
DOI:10.1016/j.leaqua.2013.08.006