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Exploring the impact of shared leadership on management team member job outcomes

机译：探索共同领导对管理团队成员工作成果的影响

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Purpose – The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work. Design/methodology/approach – The study uses data obtained from 200 top management team members working in Christian church organizations in the USA. Structural equation modeling was used to examine the relationship of shared leadership with the role conflict, role ambiguity, job stress, and job satisfaction of the management team members. These relationships were also evaluated for team members in organizations with both higher and lower levels of encouragement for team work. Findings – A model in which role conflict and ambiguity mediate the relationship between shared leadership and job stress and job satisfaction provides the best fit with the data. Shared leadership within a management team was negatively related to team member role overload, role conflict, role ambiguity and job stress. Shared team leadership was positively related to job satisfaction of team members. The relationship of shared leadership with team member job outcomes is stronger in organizations with lower levels of encouragement for teamwork. Research limitations/implications – A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the effectiveness of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by the team size studied and the tendency of church pastors to be pre-disposed to helping their management team members. Originality/value – This is one of the few studies that have examined the effects of shared leadership within management teams on team members. Although shared leadership within teams may increase job demands on members and require team members to take on new roles, it seems to have positive effects on team member perceptions of their jobs. In addition, the extent to which an organization encourages teamwork makes a difference in the relationship of shared leadership with team member jobs.
机译：目的–这项研究的目的是探讨在共享领导职能的管理团队中工作的程度会影响团队成员的角色清晰性，工作负担，压力和工作满意度。它还旨在探讨组织鼓励对团队工作的适度影响。设计/方法/方法–这项研究使用的数据来自在美国基督教教会组织工作的200位高层管理团队成员。结构方程模型用于检查共享领导与管理团队成员的角色冲突，角色歧义，工作压力和工作满意度之间的关系。还为组织中具有较高和较低级别鼓励团队工作水平的团队成员评估了这些关系。调查结果–一种模型，在该模型中，角色冲突和歧义可以调解共同领导与工作压力和工作满意度之间的关系，从而最适合数据。管理团队中的共同领导与团队成员的角色超负荷，角色冲突，角色歧义和工作压力负相关。共同的团队领导与团队成员的工作满意度呈正相关。在团队合作鼓励程度较低的组织中，共享领导与团队成员工作成果之间的关系更加牢固。研究的局限性/意义–这些结果对管理团队负责人的实际影响是，与其他成员共同承担团队内部某些领导角色和职责可能对团队的有效性以及团队成员的满意度产生积极影响。结果的普遍性可能受到所研究的团队规模以及教会牧师倾向于帮助其管理团队成员的倾向的限制。原创性/价值–这是研究管理团队中共同领导对团队成员的影响的少数研究之一。尽管团队内部的共同领导可能会增加对成员的工作要求，并要求团队成员担任新角色，但这似乎对团队成员对其工作的看法产生积极影响。此外，组织鼓励团队合作的程度在共享领导力与团队成员工作之间的关系上也有所不同。

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