Centre for Workplace Excellence, University of South Australia.
Marriott School of Management, Brigham Young University.
J Appl Psychol. 2016 Dec;101(12):1705-1720. doi: 10.1037/apl0000159. Epub 2016 Sep 12.
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
本研究旨在深入探讨领导者谦逊和团队成员特征如何为促进共享领导创造条件，以及共享领导与团队有效性的关系。本研究以社会信息处理理论和适应型领导理论为基础，提出领导者谦逊通过促进团队成员之间的领导主张和领导授权互动来促进共享领导。我们还应用优势互补理论来提出团队的主动性人格增强了领导者谦逊对共享领导的影响。最后，我们预测当团队成员具有较高的任务相关能力时，共享领导与团队绩效的关系最为密切。通过对来自台湾的 62 个专业工作团队的样本进行分析，我们发现我们提出的假设模型得到了支持。本研究结果对团队领导、谦逊、团队构成和共享领导的理论和实践意义进行了讨论。
