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Purpose– Shared leadership describes leadership as a collective and reciprocal activity distributed among the members of a team (Carsonet al., 2007). The purpose of this paper is to investigate variables assumed to be antecedents for this leadership approach. In particular, the authors examine the importance of external empowering leadership and task and goal interdependence for shared leadership as well as the relationship between shared leadership and team performance.Design/methodology/approach– In order to test the hypotheses, the authors applied structural equation modeling using a field sample of 81 knowledge and manufacturing teams from a Danish company.Findings– Results indicated that an external empowering team leader and interdependence in the team significantly predicted the extent of shared leadership, which, in turn, was positively related to team leader ratings of team performance.Research limitations/implications– Overall, the study supports previous findings that the act of sharing leadership in a team may contribute to increased team performance. In addition, the study provides an initial understanding of antecedent conditions for the successful development of shared leadership. However, as the study was cross-sectional and conducted within a single organization, care must be taken in making causal claims or in generalizing the results without additional evidence.Originality/value– Few studies focus on the antecedents of sharing leadership. The authors obtained evidence, which suggests that the development of shared leadership may depend on the presence of an empowering team leader as well as task and goal interdependence in the team.

The present study provides an example of the integrated data analysis technique of creating and interpreting merged profiles. By using this approach to merging data sources, we gained unique insight into goal disruption theory (GDT). Qualitative data suggest that military personnel harbor a wide range of desired end-states. Quantitative data support a component of GDT, suggesting that participants who have a strong need for desired end-state displayed greater purposive harm endurance. Interpretation of merged profiles revealed caveats to this relationship, in particular that not all end-states are equally motivating. Results illustrate the benefits of the integrated data analysis technique of creating and interpreting merged profiles. Utilization of the merged profiles illuminated relationships that would not have been exposed otherwise.

PurposePrevious studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the effectiveness of shared leadership. In particular, it seeks to explore the moderating effects of team work function – manufacturing versus knowledge team work – and team autonomy.Design/methodology/approachIn order to test the hypotheses, the authors conducted hierarchical regression analyses and ran moderated two‐way regression analyses using a field sample of 552 employees comprising 81 teams in a Danish manufacturing company.FindingsContrary to expectations, the results demonstrated a non‐significant relationship between shared leadership and team performance. However, as expected, work function significantly moderated this relationship such that shared leadership exhibited a negative relationship with manufacturing team performance and a positive relationship with knowledge team performance. Moreover, team autonomy was positively related to performance, and it significantly moderated the relationship between shared leadership and team performance.Research limitations/implicationsThe study provides a potentially useful framework for understanding boundary conditions for the effectiveness of shared leadership. However, since the design of the study is cross‐sectional, direct causation cannot be inferred. Moreover, the study took place within a single organization in a Danish context and, therefore, care must be taken in generalizing the findings without additional evidence from further research.Originality/valueTo the authors' knowledge, the study is the first to obtain evidence which indicates that the success of shared leadership may depend on the team work function and the level of team autonomy.

Survey data were collected on a military sample to test two main hypotheses about the impact of face-to-face and computer-mediated social support following disruptive life events. We tested two main hypotheses: first, as previous research indicates, the impact of a disruptive life event is partially dependent upon the amount of social support one receives during the time of the event (H1). Second, the type of communication used will further impact the effectiveness of social support in comforting individuals following a negative life event. Results support both hypotheses, indicating that the buffering role of social support following a disruptive life event is not only dependent upon the amount of social support one receives, but is further affected by the type of communication that participants used to receive support. These findings provide support for the buffering hypothesis' utility in the realm of computer-mediated communication, as well as the application of the cues-filtered-out approach in the mediated social support domain.