Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership. Issue 4 (8th August 2017)

• Record Type: Journal Article
• Authors: Wang, Linlin; Jiang, Wan; Liu, Zhiying; Ma, Xifang
• Is Part Of: Human performance. Volume 30:Issue 4(2017)
• Page Start: 155
• Page End: 168
• Publication Date: 2017-08-08
• Subjects: Performance -- Periodicals; Psychology, Industrial -- Periodicals; 158.7
• DOI: 10.1080/08959285.2017.1345909
• Languages: English
• ISSNs: 0895-9285

Abstract

ABSTRACT: This study examined the effects of leader–member exchange (LMX) differentiation on team-shared leadership and team effectiveness. Drawing on the group engagement model, we suggested that LMX differentiation negatively affects team-shared leadership and team effectiveness (i.e., team performance and team organizational citizenship behavior [OCB]). Servant leadership weakens the negative effects of LMX differentiation on shared leadership. We tested our predictions using data from a sample of 336 salespersons nested in 110 sales teams in China. We found that shared leadership mediated the relationships between LMX differentiation with both team performance and team OCB. In addition, servant leadership moderated the relationship between LMX differentiation and shared leadership and the indirect relationship between LMX differentiation with both team performance and team OCB.