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

Examining the cross-level relationship between shared leadership and learning in teams: evidence from China
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 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.
1048-9843
282-295
Liu, Songbo
a1432811-b316-41bc-af60-98a9286f2938
Hu, Jia
2a32e71b-c966-44b9-939e-8ffe8780ecfb
Li, Yuhui
edf41eed-42c8-40f3-971d-a2ba26ebcc61
Wang, Zhen
ea7237ac-2fbb-4716-8d55-28cb91fc1bc5
Lin, Xiaoshuang
d0bbdbac-4a58-459a-9d2d-6c235788095a
Liu, Songbo
a1432811-b316-41bc-af60-98a9286f2938
Hu, Jia
2a32e71b-c966-44b9-939e-8ffe8780ecfb
Li, Yuhui
edf41eed-42c8-40f3-971d-a2ba26ebcc61
Wang, Zhen
ea7237ac-2fbb-4716-8d55-28cb91fc1bc5
Lin, Xiaoshuang
d0bbdbac-4a58-459a-9d2d-6c235788095a

Liu, Songbo, Hu, Jia, Li, Yuhui, Wang, Zhen and Lin, Xiaoshuang (2013) Examining the cross-level relationship between shared leadership and learning in teams: evidence from China. The Leadership Quarterly, 25 (2), 282-295. (doi:10.1016/j.leaqua.2013.08.006).

Record type: Article

Abstract

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.

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e-pub ahead of print date: 18 September 2013

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Local EPrints ID: 436065
URI: http://eprints.soton.ac.uk/id/eprint/436065
ISSN: 1048-9843
PURE UUID: 8b34a670-8f6a-4891-9d44-0bbb35f1d055

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Date deposited: 27 Nov 2019 17:30
Last modified: 02 Dec 2019 17:30

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Contributors

Author: Songbo Liu
Author: Jia Hu
Author: Yuhui Li
Author: Zhen Wang
Author: Xiaoshuang Lin

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