ORCID Profile
0000-0002-3086-8324
Current Organisation
University of Adelaide
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Publisher: SAGE Publications
Date: 24-02-2021
Abstract: Despite the growing popularity of shared leadership, there is little research on how beliefs about the benefits of shared leadership—a shared leadership structure schema (LSS)—affect in idual outcomes. We address this by integrating adaptive leadership and conservation of resources theories. We apply adaptive leadership theory to hypothesize that a shared LSS leads in iduals to support shared leadership by interacting more frequently and taking on interpersonal responsibility, especially when low peer engagement signals a leadership void that shared LSS members try to fill. However, adaptive leadership theory does not discuss how the tendencies motivated by shared LSS impacts members’ outcome. Therefore, we apply conservation of resources theory to hypothesize that taking on interpersonal responsibility makes frequent interactions more stressful, thereby harming in idual enjoyment. Further, the demands of interpersonal responsibility reduce members’ ability to process the information acquired in interactions, which negates interaction frequency’s usual performance benefits. Together, these theories suggest that, especially when peer engagement is low, shared LSS has a negative indirect effect on enjoyment and an attenuating effect on performance through interaction frequency due to shared LSS members taking on interpersonal responsibility. We test our model using five waves of multisource data on student consulting teams. Our results extend understanding of shared LSS’s consequences to the in idual level and highlight potential costs of supporting shared leadership.
Publisher: American Psychological Association (APA)
Date: 10-2021
DOI: 10.1037/OCP0000244
Publisher: SAGE Publications
Date: 14-06-2019
Abstract: Maintaining workplace ersity is an important legal and ethical issue in modern organizations. However, demographic heterogeneity might discourage the development of shared leadership in work teams as in iduals are inherently not inclined to share leadership roles with dissimilar others. The present study is designed to investigate how political skill assists team members to overcome interpersonal dissimilarities and become engaged in mutual influence with their peers. By studying 63 student project teams using multiwave, multisource surveys, we find that team demographic faultlines on gender and race are negatively associated with shared leadership magnitude and therefore discourage team task performance. However, such destructive direct (on shared leadership magnitude) and indirect (on team performance) effects of team demographic faultlines can be mitigated when the team is staffed with many politically skilled members. Our findings bring important implications for organizations in building and encouraging shared leadership, especially in newly formed professional work teams.
Publisher: Elsevier BV
Date: 12-2013
Publisher: Wiley
Date: 12-09-2018
DOI: 10.1111/JOMS.12395
Publisher: Wiley
Date: 18-03-2021
DOI: 10.1002/JOB.2511
Publisher: Wiley
Date: 31-03-2021
DOI: 10.1002/JOB.2515
Abstract: Shared leadership in teams is believed to be beneficial for team effectiveness. Yet recent empirical evidence shows that it may not always bring positive effects. On the one hand, the team leadership literature suggests that shared leadership allows for frequent interactions among members, improving intrateam harmony and reducing conflicts. On the other hand, the team power literature suggests that frequent influence interactions among multiple leaders can form an arena in which members fight over their power turfs, thereby triggering conflict. Drawing on dominance complementarity theory, we suggest that team power base ersity—the variety in power bases among team members from which they derive their informal influence—is an important contingency that moderates the impact of shared leadership on relationship conflict to influence team performance. In a s le of 70 project‐based teams, we find support for the proposition that at high levels of team power base ersity, shared leadership has a positive downstream effect on team performance through reduced team relationship conflict. We discuss the contributions to knowledge about shared leadership and highlight practical implications for temporary teams with no formally designated leaders.
Publisher: Emerald
Date: 08-08-2016
Abstract: – The purpose of this paper is to explore the relationship between the sub-dimensions of political skill and transformational leadership, arguing that in a Chinese s le, social astuteness, networking ability, and interpersonal influence will have a stronger impact than apparent sincerity. Additionally, transformational leadership is argued to mediate the relationship between leader political skill and subordinate job performance. – This study used a dyadic, cross-sectional design where all data were collected at a single point in time and supervisors were matched to their followers. – The results support that transformational leadership mediates the relationship between leader political skill and follower performance. Additionally, social astuteness was positively related to leader charisma, in idualized consideration, and intellectual stimulation whereas, interpersonal influence was related to leader charisma and intellectual stimulation. Apparent sincerity was not related to perceptions of transformational leadership. – The findings imply that the authors might be able to design more customized training to reduce the costs of leadership development programs. Specially, in China, focus should be paid to increasing social astuteness and interpersonal influence only. – This study is one of the few to examine the relationship between the sub-dimensions of political skill and transformational leadership. This is especially noteworthy in the context of the Chinese s le employed, as most political skill research has been done in western contexts.
Publisher: Elsevier BV
Date: 04-2017
Publisher: American Psychological Association (APA)
Date: 12-2016
DOI: 10.1037/APL0000159
Abstract: 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 s le 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. (PsycINFO Database Record
Publisher: SAGE Publications
Date: 06-11-2020
Abstract: Managing and harmonizing intragroup relationships are critical for effective team leadership. Though previous studies have confirmed how team leaders promote positive ties in work teams, it remains unclear whether or how they can benefit the team by helping to reduce negative ties. How can team leaders simultaneously encourage positive ties and prevent negative ties to elevate team effectiveness? Drawing on social ledger theory and leader humility, we propose that humble leaders can improve team performance and viability through first influencing intragroup positive and negative tie density and thereby promoting team-helping norms. In Study 1 (70 professional work teams), we find that leader humility is associated with elevated team-helping norms and team effectiveness through lower levels of hindrance density rather than promoting friendship density. In Study 2 (50 retail teams), we replicate Study 1 but additionally control for transformational leadership. The results suggest that the positive association between leader humility and friendship density becomes insignificant after transformational leadership is considered, whereas the association between leader humility and hindrance density remains significant. This research contributes to the literature by illuminating how leadership is associated with team social networks and highlights practical implications for managing professional teams and developing team leadership.
Publisher: Wiley
Date: 29-11-2020
DOI: 10.1111/JOOP.12333
Publisher: Wiley
Date: 25-10-2023
DOI: 10.1002/HRM.22199
Publisher: Academy of Management
Date: 08-2009
No related grants have been discovered for Chia-Yen (Chad) Chiu.