Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China

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Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China
The Leadership Quarterly

The current study extends the literature on shared leadership by exploring the questions of whether how and when shared leadership makes an impact on team and individual learning behaviors. Specifically the current research proposed that shared leadership has a positive impact on both team and individual learning and this impact was realized through the mediating role of team psychological safety. Furthermore the study introduces job variety as a potential moderator in the relationships between shared leadership on team and individual learning behaviors through team psychological safety such that the indirect effects are more positive when team members perceived high job variety. Using 263 members from 50 teams in China the hypotheses were largely supported. Theoretical contributions practical implications and future research directions are discussed.

Citation: 
The Leadership Quarterly 25 (2014) 282 – 295

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