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The impact of organizational culture on the relationship between shared leadership and team proactivity

机译：组织文化对共享领导与团队积极性之间关系的影响

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The purpose of this paper is to examine whether organizational culture moderates the relationship between shared leadership and team proactive behavior. Design/methodology/approach - Data were collected from 21 commercial banks in Turkey that had formally implemented work teams. The study used data obtained from 420 team members. Moderated hierarchical regression was used to examine the moderating role of organizational culture on the shared leadership and team proactive behavior relationship. Findings - Shared leadership within a work team was positively related to team proactive behavior. The relationship of shared leadership with team proactivity is stronger in organizations with higher level of supportive culture. 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 proactivity of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by sources of funding of the banks studied and demographic factors such as participants' age, gender and organizational tenure. Originality/value - The use of organizational culture as a moderator on this link is unprecedented. Although shared leadership within teams may increase job demands on members and require them to take on new roles, it seems to have positive effects on perceptions of their jobs. In addition, the extent to which an organization encourages a supportive culture makes a difference in the relationship of shared leadership with team proactivity. Finally, using a large number of samples from Turkish banking sector adds to the growing literature examining shared leadership in non-Western settings.
机译：本文的目的是研究组织文化是否缓和了共享领导与团队积极行为之间的关系。设计/方法/方法-数据是从土耳其的21家商业银行收集的，这些银行已正式实施了工作团队。该研究使用了从420名团队成员那里获得的数据。调节等级回归用于检验组织文化在共享领导力和团队积极行为关系上的调节作用。调查结果-工作团队中的共同领导与团队的积极行为正相关。在具有较高支持文化水平的组织中，共同领导与团队积极性的关系更加牢固。研究的局限性/含义-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积极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所研究银行的资金来源和人口统计因素（例如参与者的年龄，性别和组织任期）的限制。原创性/价值-在此链接上使用组织文化作为主持人是前所未有的。尽管团队内部的共同领导可能会增加对成员的工作要求，并要求他们承担新的角色，但这似乎对他们的工作观念产生积极影响。此外，组织鼓励支持文化的程度在共享领导力与团队积极性之间的关系上也有所不同。最后，使用大量来自土耳其银行业的样本增加了越来越多的文献，这些文献研究了非西方环境下的共同领导。

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