Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation
- PDF / 603,930 Bytes
- 16 Pages / 595.276 x 790.866 pts Page_size
- 40 Downloads / 210 Views
ORIGINAL PAPER
Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation Jonathan C. Ziegert 1
&
Scott B. Dust 2
Accepted: 15 October 2020 # Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract This research seeks to integrate traditional formal leadership structures and emerging shared leadership approaches to team leadership to examine how they jointly relate to innovative outcomes in teams. To reconcile contradictory theory and research that views formal leadership as both beneficial and detrimental to informal leadership, we take a contingency-based approach and hypothesize and find that a designated, nominal formal leader is positively related to shared leadership emergence when role ambiguity is high. Additionally, high role ambiguity enhances the indirect effect of designated formal leadership on team innovation via shared leadership. Alternatively, low ambiguity neutralizes the effect of designated formal leadership on shared leadership and the indirect effect on team innovation via shared leadership. These findings help to address conflicting perspectives regarding the linkage of formal leadership and shared leadership and their respective influence on team innovation. Keywords Team leadership . Shared leadership . Formal leadership . Designated leader . Role ambiguity . Innovation One of the primary benefits of a team is its heightened ability to innovate through members’ synergy of ideas and information (West, 2002). Given the ubiquity of team-based arrangements in organizations (Mathieu, Maynard, Rapp, & Gilson, 2008; Maynard & Gilson, 2014) as well as the necessity for organizations to innovate to be competitive, scholars have examined how best to structure a team for innovation (Hülsheger, Anderson, & Salgado, 2009). We contribute to this line of work by focusing on the integration of traditional formal leadership structures of a designated leader with shared leadership structures, whereby multiple individuals within a team exert influence on each other while working toward a
Supplementary information The online version of this article (https:// doi.org/10.1007/s10869-020-09722-3) contains supplementary material, which is available to authorized users. * Jonathan C. Ziegert [email protected] Scott B. Dust [email protected] 1
Department of Management, LeBow College of Business, Drexel University, 3220 Market Street, Philadelphia, PA 19104, USA
2
Department of Management, Farmer School of Business, Miami University, 800 E. High St, Oxford, OH 45056, USA
common goal (Carson, Tesluk, & Marrone, 2007; DeRue, Nahrgang, & Ashford, 2015). Teams engaging in shared leadership are thought to be high-performing because each member claims and grants leadership roles in ways that draw upon their unique knowledge, skills, and abilities (DeRue & Ashford, 2010). Indeed, research suggests a strong, positive relationship between shared leadership and team performance (D’Innocenzo, Mathieu, & Kukenberger, 2016; Nicolaides et al., 2014; Wang, Wald
Data Loading...
