Effect of Shared Leadership on Team Effectiveness in School Administration of Harvarde College of Science Business and Management Studies, Abeokuta, Ogun State, Nigeria
Keywords:
Shared Leadership, Team Effectiveness, Team Trust, Team Commitment, Nigeria
Abstract
This study was descriptive research which was based on the opinion of team leaders and team members. This study examined the effect of shared leadership on team effectiveness in school administration. Shared leadership has been defined as a dynamic, interactive influence process among group members with the aim of guiding one another toward the accomplishment of group, organisational, or both goals. The samples of this research were 34 respondents; which comprised of the principal officers, administration heads, faculty heads, and departmental heads in Harvarde College of Science Business and Management Studies, Abeokuta, Ogun Sate, Nigeria.. These respondents and the schools were selected using purposive sampling technique, a non-probability sampling technique. The respondents included the Provost, Deputy Provost, Registrar, Deputy Registrar, Bursar, School Administrator, Administrative Officers, Admission Officers, Examination and Record Officer, The Deans, and The Head of Departments. The responses of the respondents show that shared leadership is practised in the general school administration of Harvarde College of Science Business and Management Studies, Ogun State, Nigeria, as well as among teams within the school, which is the focus of this research's study in the area of school administration.
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References
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Aube C., Rousseau V. (2005). Team goal commitment and team effectiveness: the role of task interdependence and supportive behaviors. Group Dyn. Theory Res. Pract. 9 189–204. 10.1037/1089-2699.9.3.189 [CrossRef] [Google Scholar]
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Carson, J. B., Tesluk, P.E., Marrone, J.A. (2007). Shared Leadership In Teams: An Investigation Of Antecedent Conditions And Performance. Academy of Management Journal, Vol. 50, No. 5, 1217–1234. Retrieved from http://www.ilo.bwl.uni-muenchen.de/download/unterlagen-ws12_13/leadership_and_learning/literature_hoegl1/carson_et_al_2007.pdf
Charlotte, Filip & Katrien, (2020). The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations. Department of Movement Sciences, KU Leuven, Leuven, Belgium
Chiu C. Y. C., Owens B. P., Tesluk P. E. (2016). Initiating and utilizing shared leadership in teams: the role of leader humility, team proactive personality, and team performance capability. J. Appl. Psychol. 101 1706–1720. [PubMed] [Google Scholar]
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D’Innocenzo L., Mathieu J. E., Kukenberger M. R. (2014). A meta-analysis of different forms of shared leadership–team performance relations. J. Manag. 42 1964–1991. 10.1177/0149206314525205 [CrossRef] [Google Scholar]
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Farh J. L., Lee C., Farh C. I. (2010). Task conflict and team creativity: a question of how much and when. J. Appl. Psychol. 95 1173–1180. 10.1037/a0020015 [PubMed] [CrossRef] [Google Scholar]
Fausing M. S., Jeppe Jeppesen H., Jønsson T. S., Lewandowski J., Bligh M. (2013). Moderators of shared leadership: work function and team autonomy. Team Perform. Manag. 19 244–262. 10.1108/tpm-11-2012-0038 [CrossRef] [Google Scholar]
Ford C., Sullivan D. (2004). A time for everything: how the timing of novel contributions influences project team outcomes. J. Organ. Behav. 25 279–292. 10.1002/job.241 [CrossRef] [Google Scholar]
Fransen K., Delvaux E., Mesquita B., Van Puyenbroeck S. (2018). The emergence of shared leadership in newly formed teams with an initial structure of vertical leadership: a longitudinal analysis. J. Appl. Behav. Sci. 54 140–170. 10.1177/0021886318756359 [CrossRef] [Google Scholar]
Grille, A., Schulte, E.-M., Kauffeld, S. (2015). Promoting shared leadership. Journal of Leadership & Organizational Studies, 22(3), 324-339.
Google Scholar | SAGE Journals | ISI
Han, G., Harms, P. D. (2010). Team identification, trust and conflict: A mediation model. International Journal of Conflict Management, 21(1), 20-43.
Google Scholar | Crossref
Hans S., Gupta R. (2018). Job characteristics affect shared leadership: the moderating effect of psychological safety and perceived self-efficacy. Leadersh. Organ. Dev. J. 39 730–744. 10.1108/lodj-03-2018-0101 [CrossRef] [Google Scholar]
Hoch J. E. (2014). Shared leadership, diversity, and information sharing in teams. J. Manag. Psychol. 29 541–564. 10.1108/jmp-02-2012-0053 [CrossRef] [Google Scholar]
Kelly Bielefeld, (2018). Creating Strong Teams in Your School. Mimio Educator https://blog.mimio.com/creating-strong-teams-in-your-school
K. J., Kozlowski S. W. J. (San Francisco, CA: Jossey-Bass; ), 349–381.
Laura Lopes, (2020 ). Shared Leadership: Understanding the benefits of this organizational model and how it works. https://for-managers.com/shared-leadership/
Lee D. S., Lee K. C., Seo Y. W. (2015). An analysis of shared leadership, diversity, and team creativity in an e-learning environment. Comput. Hum. Behav. 42 47–56. 10.1016/j.chb.2013.10.064 [CrossRef] [Google Scholar]
Liu S., Hu J., Li Y., Wang Z., Lin X. (2014). Examining the cross-level relationship between shared leadership and learning in teams: evidence from China. Leadersh. Q. 25 282–295. 10.1016/j.leaqua.2013.08.006 [CrossRef] [Google Scholar]
Mathieu J. E., Kukenberger M. R., D’innocenzo L., Reilly G. (2015). Modeling reciprocal team cohesion–performance relationships, as impacted by shared leadership and members’ competence. J. Appl. Psychol. 100 713–734. 10.1037/a0038898 [PubMed] [CrossRef] [Google Scholar]
Mathieu J., Maynard M. T., Rapp T., Gilson L. (2008). Team effectiveness 1997-2007: a review of recent advancements and a glimpse into the future. J. Manag.
34 410–476. 10.1177/0149206308316061 [CrossRef] [Google Scholar]
Mehra A., Smith B. R., Dixon A. L., Robertson B. (2006). Distributed leadership in teams: the network of leadership perceptions and team performance. Leadersh. Q. 17 232–245. 10.1016/j.leaqua.2006.02.003 [CrossRef] [Google Scholar]
Michael D. Kocolowski (2010).Shared Leadership: Is it Time for a Change? Emerging Leadership Journeys, Vol. 3 Iss. pp. 22-32. School of Global Leadership & Entrepreneurship, Regent University, ISSN 1930-806X.
Nielsen K., Daniels K. (2012). Does shared and differentiated transformational leadership predict followers’ working conditions and well-being? Leadersh. Q. 23 383–397. 10.1016/j.leaqua.2011.09.001 [CrossRef] [Google Scholar]
Northouse, P. G. (2016). Leadership Theory and Practice. Thousand Oaks: Sage Publications.
Pastor J. C., Mayo M. (2002). “Shared leadership in work teams: a social network approach,” in Shared Leadership: Reframing the Hows and Whys of Leadership, eds Pearce C. L., Conger J. A. (Thousand Oaks, CA: Sage Publications; ), 239–251. [Google Scholar]
Pearce, C.L., Manz, C.C. and Sims Jnr., H.P (2009) ‘Where Do We Go From Here: Is Shared Leadership the Key toSuccess?’ Organisational Dynamics, Vol.38, No.3, pp234-238
Pearce, C.L., and Conger, J.A (2002) ‘All Those Years Ago: The Historical Underpinnings of Shared Leadership’ in Pearce, C.L., and Conger, J.A (ed.) Shared Leadership: Reframing the Hows and Whys of Leadership.Thousand Oaks, A: SAGE Publications pp. 1-18.
Pearce C. L. (2004). The future of leadership: combining vertical and shared leadership to transform knowledge work. Acad. Manag. Exec. 18 47–57. 10.5465/ame.2004.12690298 [CrossRef] [Google Scholar]
Pearce C. L., Wassenaar C. L., Manz C. C. (2014). Is shared leadership the key to responsible leadership? Acad. Manag. Perspect. 28 275–288. 10.5465/amp.2014.0017 [CrossRef] [Google Scholar]
Scott-Young C. M., Georgy M., Grisinger A. (2019). Shared leadership in project teams: an integrative multi-level conceptual model and research agenda. Int. J. Proj. Manag. 37 565–581. 10.1016/j.ijproman.2019.02.002 [CrossRef] [Google Scholar]
Sun X., Jie Y., Wang Y., Xue G., Liu Y. (2016). Shared leadership improves team novelty: the mechanism and its boundary condition. Front. Psychol. 7:1964. 10.3389/fpsyg.2016.01964 [PMC free article] [PubMed] [CrossRef] [Google Scholar]
The ExeQfind Group.(2020). Shared Leadership Approach. https://www.exeqfindgroup.com/shared-leadership-approach/
Wood S. M., Fields D. (2007). Exploring the impact of shared leadership on management team member job outcomes. Balt. J. Manag. 2 251–272. 10.1108/17465260710817474 [CrossRef] [Google Scholar]
Wu Q., Cormican K., Chen G. (2020). A meta-analysis of shared leadership: antecedents, consequences, and moderators. J. Leadersh. Organ. Stud. 27 49–64. 10.1177/1548051818820862 [CrossRef] [Google Scholar]
on emotional conflict: a dynamic approach. Int. J. Hum. Resour. Manag. 21 1733–1753. 10.1080/09585192.2010.500492 [CrossRef] [Google Scholar]
Annette, (2021). Shared leadership: Fundamentals, benefits and implementation https://www.ckju.net/en/dossier/shared-leadership-fundamentals-benefits-and-implementation
Aube C., Rousseau V. (2005). Team goal commitment and team effectiveness: the role of task interdependence and supportive behaviors. Group Dyn. Theory Res. Pract. 9 189–204. 10.1037/1089-2699.9.3.189 [CrossRef] [Google Scholar]
Aubé C., Rousseau V., Brunelle E. (2017). Flow experience in teams: the role of shared leadership. J. Occup. Health Psychol. 23 198–206. [PubMed] [Google Scholar]
Avolio B. J., Walumbwa F. O., Weber T. J. (2009). Leadership: current theories, research, and future directions. Annu. Rev. Psychol. 60 421–449. [PubMed] [Google Scholar]
Balkundi P., Harrison D. A. (2006). Ties, leaders, and time in teams: strong inference about network structure’s effects on team viability and performance. Acad. Manag. J. 49 49–68. 10.5465/amj.2006.20785500 [CrossRef] [Google Scholar]
Barrick M. R., Stewart G. L., Neubert M. J., Mount M. (1998). Relating member ability and personality to work-team processes and team effectiveness. J. Appl. Psychol. 83 377–391. 10.1037/0021-9010.83.3.377 [CrossRef] [Google Scholar]
Bergman J. Z., Rentsch J. R., Small E. E., Davenport S. W., Bergman S. M. (2012). The shared leadership process in decision-making teams. J. Soc. Psychol. 152 17–42. [PubMed] [Google Scholar]
Bliese P. D. (2000). “Within-group agreement, non-independence, and reliability: implications for data aggregation and analysis,” in Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, eds Klein
Boies K., Lvina E., Martens M. L. (2011). Shared leadership and team performance in a business strategy simulation. J. Pers. Psychol. 9 195–202. 10.1027/1866-5888/a000021 [CrossRef] [Google Scholar]
Business News Daily (2020). Shared Leadership: How Modern Businesses Run Themselves. https://www.businessnewsdaily.com/135-shared-leadership-social-media-fuel-business-growth.html
Carson, J. B., Tesluk, P.E., Marrone, J.A. (2007). Shared Leadership In Teams: An Investigation Of Antecedent Conditions And Performance. Academy of Management Journal, Vol. 50, No. 5, 1217–1234. Retrieved from http://www.ilo.bwl.uni-muenchen.de/download/unterlagen-ws12_13/leadership_and_learning/literature_hoegl1/carson_et_al_2007.pdf
Charlotte, Filip & Katrien, (2020). The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations. Department of Movement Sciences, KU Leuven, Leuven, Belgium
Chiu C. Y. C., Owens B. P., Tesluk P. E. (2016). Initiating and utilizing shared leadership in teams: the role of leader humility, team proactive personality, and team performance capability. J. Appl. Psychol. 101 1706–1720. [PubMed] [Google Scholar]
Cox J. F., Pearce C. L., Perry M. L. (2003). “Toward a model of shared leadership and distributed influence in the innovation process: how shared leadership can enhance new product development team dynamics and effectiveness,” in Shared Leadership: Reframing the Hows and Whys of Leadership, eds Pearce C. L., Conger J. A. (Thousand Oaks, CA: Sage Publications; ), 48–76. 10.4135/9781452229539.n3 [CrossRef] [Google Scholar]
Crystal Spraggins, (2020). How Shared Leadership Leads to More Effective Management. Leadership & Management
Day D. V., Gronn P., Salas E. (2004). Leadership capacity in teams. Leadersh. Q. 15 857–880. 10.1016/j.leaqua.2004.09.001 [CrossRef] [Google Scholar]
Drescher M. A., Korsgaard M. A., Welpe I. M., Picot A., Wigand R. T. (2014). The dynamics of shared leadership: building trust and enhancing performance. J. Appl. Psychol. 99 771–783. 10.1037/a0036474 [PubMed] [CrossRef] [Google Scholar]
Declan Fitzsimons (2016). How Shared Leadership Changes Our Relationships at Work . https://hbr.org/2016/05/how-shared-leadership-changes-our-relationships-at-work
D’Innocenzo L., Mathieu J. E., Kukenberger M. R. (2014). A meta-analysis of different forms of shared leadership–team performance relations. J. Manag. 42 1964–1991. 10.1177/0149206314525205 [CrossRef] [Google Scholar]
Ensley M. D., Hmieleski K. M., Pearce C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: implications for the performance of startups. Leadersh. Q. 17 217–231. 10.1016/j.leaqua.2006.02.002 [CrossRef] [Google Scholar]
Erkutlu H. (2012). The impact of organizational culture on the relationship between shared leadership and team proactivity. Team Perform. Manag. 18 102–119. 10.1108/13527591211207734 [CrossRef] [Google Scholar]
Essens P., Vogelaar A. L., Mylle J. J., Blendell C., Paris C., Halpin S. M., et al. (2009). Team Effectiveness in Complex Settings: A Framework. Abingdon-on-Thames: Routledge. [Google Scholar]
Farh J. L., Lee C., Farh C. I. (2010). Task conflict and team creativity: a question of how much and when. J. Appl. Psychol. 95 1173–1180. 10.1037/a0020015 [PubMed] [CrossRef] [Google Scholar]
Fausing M. S., Jeppe Jeppesen H., Jønsson T. S., Lewandowski J., Bligh M. (2013). Moderators of shared leadership: work function and team autonomy. Team Perform. Manag. 19 244–262. 10.1108/tpm-11-2012-0038 [CrossRef] [Google Scholar]
Ford C., Sullivan D. (2004). A time for everything: how the timing of novel contributions influences project team outcomes. J. Organ. Behav. 25 279–292. 10.1002/job.241 [CrossRef] [Google Scholar]
Fransen K., Delvaux E., Mesquita B., Van Puyenbroeck S. (2018). The emergence of shared leadership in newly formed teams with an initial structure of vertical leadership: a longitudinal analysis. J. Appl. Behav. Sci. 54 140–170. 10.1177/0021886318756359 [CrossRef] [Google Scholar]
Grille, A., Schulte, E.-M., Kauffeld, S. (2015). Promoting shared leadership. Journal of Leadership & Organizational Studies, 22(3), 324-339.
Google Scholar | SAGE Journals | ISI
Han, G., Harms, P. D. (2010). Team identification, trust and conflict: A mediation model. International Journal of Conflict Management, 21(1), 20-43.
Google Scholar | Crossref
Hans S., Gupta R. (2018). Job characteristics affect shared leadership: the moderating effect of psychological safety and perceived self-efficacy. Leadersh. Organ. Dev. J. 39 730–744. 10.1108/lodj-03-2018-0101 [CrossRef] [Google Scholar]
Hoch J. E. (2014). Shared leadership, diversity, and information sharing in teams. J. Manag. Psychol. 29 541–564. 10.1108/jmp-02-2012-0053 [CrossRef] [Google Scholar]
Kelly Bielefeld, (2018). Creating Strong Teams in Your School. Mimio Educator https://blog.mimio.com/creating-strong-teams-in-your-school
K. J., Kozlowski S. W. J. (San Francisco, CA: Jossey-Bass; ), 349–381.
Laura Lopes, (2020 ). Shared Leadership: Understanding the benefits of this organizational model and how it works. https://for-managers.com/shared-leadership/
Lee D. S., Lee K. C., Seo Y. W. (2015). An analysis of shared leadership, diversity, and team creativity in an e-learning environment. Comput. Hum. Behav. 42 47–56. 10.1016/j.chb.2013.10.064 [CrossRef] [Google Scholar]
Liu S., Hu J., Li Y., Wang Z., Lin X. (2014). Examining the cross-level relationship between shared leadership and learning in teams: evidence from China. Leadersh. Q. 25 282–295. 10.1016/j.leaqua.2013.08.006 [CrossRef] [Google Scholar]
Mathieu J. E., Kukenberger M. R., D’innocenzo L., Reilly G. (2015). Modeling reciprocal team cohesion–performance relationships, as impacted by shared leadership and members’ competence. J. Appl. Psychol. 100 713–734. 10.1037/a0038898 [PubMed] [CrossRef] [Google Scholar]
Mathieu J., Maynard M. T., Rapp T., Gilson L. (2008). Team effectiveness 1997-2007: a review of recent advancements and a glimpse into the future. J. Manag.
34 410–476. 10.1177/0149206308316061 [CrossRef] [Google Scholar]
Mehra A., Smith B. R., Dixon A. L., Robertson B. (2006). Distributed leadership in teams: the network of leadership perceptions and team performance. Leadersh. Q. 17 232–245. 10.1016/j.leaqua.2006.02.003 [CrossRef] [Google Scholar]
Michael D. Kocolowski (2010).Shared Leadership: Is it Time for a Change? Emerging Leadership Journeys, Vol. 3 Iss. pp. 22-32. School of Global Leadership & Entrepreneurship, Regent University, ISSN 1930-806X.
Nielsen K., Daniels K. (2012). Does shared and differentiated transformational leadership predict followers’ working conditions and well-being? Leadersh. Q. 23 383–397. 10.1016/j.leaqua.2011.09.001 [CrossRef] [Google Scholar]
Northouse, P. G. (2016). Leadership Theory and Practice. Thousand Oaks: Sage Publications.
Pastor J. C., Mayo M. (2002). “Shared leadership in work teams: a social network approach,” in Shared Leadership: Reframing the Hows and Whys of Leadership, eds Pearce C. L., Conger J. A. (Thousand Oaks, CA: Sage Publications; ), 239–251. [Google Scholar]
Pearce, C.L., Manz, C.C. and Sims Jnr., H.P (2009) ‘Where Do We Go From Here: Is Shared Leadership the Key toSuccess?’ Organisational Dynamics, Vol.38, No.3, pp234-238
Pearce, C.L., and Conger, J.A (2002) ‘All Those Years Ago: The Historical Underpinnings of Shared Leadership’ in Pearce, C.L., and Conger, J.A (ed.) Shared Leadership: Reframing the Hows and Whys of Leadership.Thousand Oaks, A: SAGE Publications pp. 1-18.
Pearce C. L. (2004). The future of leadership: combining vertical and shared leadership to transform knowledge work. Acad. Manag. Exec. 18 47–57. 10.5465/ame.2004.12690298 [CrossRef] [Google Scholar]
Pearce C. L., Wassenaar C. L., Manz C. C. (2014). Is shared leadership the key to responsible leadership? Acad. Manag. Perspect. 28 275–288. 10.5465/amp.2014.0017 [CrossRef] [Google Scholar]
Scott-Young C. M., Georgy M., Grisinger A. (2019). Shared leadership in project teams: an integrative multi-level conceptual model and research agenda. Int. J. Proj. Manag. 37 565–581. 10.1016/j.ijproman.2019.02.002 [CrossRef] [Google Scholar]
Sun X., Jie Y., Wang Y., Xue G., Liu Y. (2016). Shared leadership improves team novelty: the mechanism and its boundary condition. Front. Psychol. 7:1964. 10.3389/fpsyg.2016.01964 [PMC free article] [PubMed] [CrossRef] [Google Scholar]
The ExeQfind Group.(2020). Shared Leadership Approach. https://www.exeqfindgroup.com/shared-leadership-approach/
Wood S. M., Fields D. (2007). Exploring the impact of shared leadership on management team member job outcomes. Balt. J. Manag. 2 251–272. 10.1108/17465260710817474 [CrossRef] [Google Scholar]
Wu Q., Cormican K., Chen G. (2020). A meta-analysis of shared leadership: antecedents, consequences, and moderators. J. Leadersh. Organ. Stud. 27 49–64. 10.1177/1548051818820862 [CrossRef] [Google Scholar]
Published
2024-04-04
How to Cite
Rebecca Oluwatosin, O. (2024). Effect of Shared Leadership on Team Effectiveness in School Administration of Harvarde College of Science Business and Management Studies, Abeokuta, Ogun State, Nigeria. GPH-International Journal of Business Management, 7(03), 173-189. https://doi.org/10.5281/zenodo.10928996
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Articles
Copyright (c) 2024 OLUWAFUNMILOLA, Rebecca Oluwatosin
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