{"title":"共享领导与团队创造力：共享领导水平与集中度的影响及抵消机制研究。","authors":"Junfeng Wu, Zhen Zhang, Lynda Jiwen Song, Li Zhu","doi":"10.1037/apl0001258","DOIUrl":null,"url":null,"abstract":"<p><p>Integrating insights from team hierarchy literature and shared leadership research, we propose and test a model that illuminates the positive and negative team processes through which shared leadership relates to team creativity. We use a social network lens to examine both shared leadership level (indexed by team density of informal leadership ties) and shared leadership concentration (indexed by team centralization of such ties). With a sample of 136 work teams and three waves of surveys, we found that shared leadership concentration weakens the positive effect of shared leadership level on team creativity. We explicated the positive and negative mediating roles played by team information elaboration and team status conflict, respectively. Our findings show that shared leadership concentration serves as an enabler or inhibitor on which mediating mechanism is at play, such that when shared leadership concentration is higher, there is a negative indirect effect of shared leadership level on team creativity via team status conflict. By contrast, when shared leadership concentration is lower, shared leadership level has a positive indirect effect on team creativity via team information elaboration. Our work provides nuanced insights into how to maximize the potential benefits of shared leadership in enhancing team creativity. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":""},"PeriodicalIF":9.4000,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Shared leadership and team creativity: Examining effects of shared leadership level and concentration and the countervailing mechanisms.\",\"authors\":\"Junfeng Wu, Zhen Zhang, Lynda Jiwen Song, Li Zhu\",\"doi\":\"10.1037/apl0001258\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Integrating insights from team hierarchy literature and shared leadership research, we propose and test a model that illuminates the positive and negative team processes through which shared leadership relates to team creativity. We use a social network lens to examine both shared leadership level (indexed by team density of informal leadership ties) and shared leadership concentration (indexed by team centralization of such ties). With a sample of 136 work teams and three waves of surveys, we found that shared leadership concentration weakens the positive effect of shared leadership level on team creativity. We explicated the positive and negative mediating roles played by team information elaboration and team status conflict, respectively. Our findings show that shared leadership concentration serves as an enabler or inhibitor on which mediating mechanism is at play, such that when shared leadership concentration is higher, there is a negative indirect effect of shared leadership level on team creativity via team status conflict. By contrast, when shared leadership concentration is lower, shared leadership level has a positive indirect effect on team creativity via team information elaboration. Our work provides nuanced insights into how to maximize the potential benefits of shared leadership in enhancing team creativity. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>\",\"PeriodicalId\":15135,\"journal\":{\"name\":\"Journal of Applied Psychology\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":9.4000,\"publicationDate\":\"2024-12-19\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Applied Psychology\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1037/apl0001258\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Applied Psychology","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/apl0001258","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
摘要
结合团队层级文献和共享领导研究的见解，我们提出并检验了一个模型，该模型阐明了共享领导与团队创造力相关的积极和消极团队过程。我们使用社会网络镜头来检查共同领导水平（以非正式领导关系的团队密度为指标）和共同领导集中度（以此类关系的团队集中度为指标）。我们以136个工作团队为样本，通过三波调查发现，共享领导集中度削弱了共享领导水平对团队创造力的积极作用。分别阐明了团队信息细化和团队地位冲突的正向和负向中介作用。研究结果表明，共享领导集中度对团队创造力具有促进或抑制的作用，当共享领导集中度较高时，共享领导水平通过团队地位冲突对团队创造力产生负向的间接影响。当共享领导集中度较低时，共享领导水平通过团队信息细化对团队创造力有正向的间接影响。我们的工作提供了细致入微的见解，如何最大限度地发挥共享领导力在提高团队创造力方面的潜在好处。（PsycInfo Database Record (c) 2024 APA，版权所有）。
Shared leadership and team creativity: Examining effects of shared leadership level and concentration and the countervailing mechanisms.
Integrating insights from team hierarchy literature and shared leadership research, we propose and test a model that illuminates the positive and negative team processes through which shared leadership relates to team creativity. We use a social network lens to examine both shared leadership level (indexed by team density of informal leadership ties) and shared leadership concentration (indexed by team centralization of such ties). With a sample of 136 work teams and three waves of surveys, we found that shared leadership concentration weakens the positive effect of shared leadership level on team creativity. We explicated the positive and negative mediating roles played by team information elaboration and team status conflict, respectively. Our findings show that shared leadership concentration serves as an enabler or inhibitor on which mediating mechanism is at play, such that when shared leadership concentration is higher, there is a negative indirect effect of shared leadership level on team creativity via team status conflict. By contrast, when shared leadership concentration is lower, shared leadership level has a positive indirect effect on team creativity via team information elaboration. Our work provides nuanced insights into how to maximize the potential benefits of shared leadership in enhancing team creativity. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
期刊介绍：
The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including:
1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses).
2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research.
3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.
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