Teams are considered an essential building block in many industries and are among the fastest growing organizational structures in the industry. However, the demand for performance generates significant pressure on the team and team leaders for results and can tax the skills of the most effective leader. Shared leadership has emerged as an effective style for team leadership. The purpose of this research is to study the influence of hierarchical and shared leadership on team effectiveness and the moderating impact of stress. Survey data was collected from 104 teams of officer candidates undergoing training at a major U.S. Army training facility in the United States. The moderating impact of stress was evaluated in the relationships between shared leadership and vertical leadership on team performance using partial least squares-structural equation modeling (PLS-SEM). Transactional leadership, directive leadership, transformational leadership, and empowering leadership are stand-alone leadership theories defined in the extant literature as effective leadership styles. This study uses these proven leadership styles in combination to define a dynamic and highly effective leadership style known as shared leadership. Shared leadership reflects a team approach responding to complex organizational objectives with the potential for solutions based on the synergy of the team and not that of the single, formal leader. Shared leadership is contrasted to the opposite end of the leadership spectrum defined by the formal or vertical leader where the command and control of the team is regulated by the vertical leader. Both the shared and vertical leadership model consistently provide highly reliable, valid, positive, and significant relationships as lower order constructs. However, shared leadership emerges as a positive and significant relationship to team performance. These critical components of leadership proved to be potent predictors of both shared and vertical leadership. Empowering leadership behavior proved to be the most substantial influence, followed closely by transformational leadership. The moderating impact of stress on the relationship between shared leadership and team performance was not found to be significant. Based on these results, several suggestions are offered for leader selection and development as well as implications for future research.
|Advisor:||Pearce, Craig L.|
|Commitee:||Howard, Matt C., Wassenaar, Christina L.|
|School:||University of South Alabama|
|Department:||Mitchell College of Business|
|School Location:||United States -- Alabama|
|Source:||DAI-A 81/5(E), Dissertation Abstracts International|
|Subjects:||Management, Business administration, Occupational psychology|
|Keywords:||Leadership, Shared leadership, Stress, Vertical leadership|
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