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首页> 外文期刊>Journal of Applied Psychology >Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability
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Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability

机译：在团队中发起和利用共享领导力：领导者谦卑，团队积极进取的人格和团队绩效能力的作用

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摘要

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.
机译：本研究旨在产生有关领导者谦卑和团队成员特征如何促进促进共同领导的条件以及共同领导何时与团队效能有关的新颖理论见解。借鉴社会信息处理理论和自适应领导理论，我们建议领导者谦卑通过促进团队成员之间的领导者主张和领导者授予互动来促进共享领导。我们还运用优势互补理论来提出团队积极主动的人格增强了领导者谦卑对共享领导力的影响。最后，我们预测，当团队成员具有与任务相关的高级能力时，共同领导将与团队绩效密切相关。使用由62个台湾专业工作团队组成的样本，我们发现了对我们提出的假设模型的支持。讨论了这些结果对团队领导，谦卑，团队组成和共同领导的理论和实践意义。

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