Shared leadership and team effectiveness: The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

Linlin Wang; Wan Jiang; Zhiying Liu; Xifang Ma

doi:10.1080/08959285.2017.1345909

Shared leadership and team effectiveness : The examination of LMX differentiation and servant leadership on the emergence and consequences of shared leadership

Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review

Overview

23 Scopus Citations

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Author(s)

Linlin Wang
Wan Jiang
Zhiying Liu
Xifang Ma

Related Research Unit(s)

Department of Marketing

Detail(s)

Original language	English
Pages (from-to)	155-168
Journal / Publication	Human Performance
Volume	30
Issue number	4
Online published	7 Sep 2017
Publication status	Published - 2017

Link(s)

DOI	DOI https://doi.org/10.1080/08959285.2017.1345909 Final Published version
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Link to Scopus	https://www.scopus.com/record/display.uri?eid=2-s2.0-85029430522&origin=recordpage
Permanent Link	https://scholars.cityu.edu.hk/en/publications/publication(ba7bef3e-5557-40aa-b051-e2edd8364107).html

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.

Bibliographic Note

Full text of this publication does not contain sufficient affiliation information. With consent from the author(s) concerned, the Research Unit(s) information for this record is based on the existing academic department affiliation of the author(s).