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To date, empirical research on shared leadership (SL) has been dominated by quantitative studies of antecedents and outcomes, frequently in simulated environments. Consequently, there have been few authentic accounts of how SL is practiced within organisational teams. Underpinned by shared...
The purpose of this study was to explore rapid role shifts at work and to describe the factors that facilitate or inhibit such role shifts, and how these factors affect the employee.Design/methodology/approachA qualitative study was conducted with 12 participants from four public sector...
The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in...
The purpose of this study is to examine the relationship between team psychological capital (PsyCap) and team process improvement (TPI) by focusing on the mediating role of team self-managing behaviors (TSMBs) and the moderating effect of the team reward system.Design/methodology/approachData...
The pharmaceutical retail industry faces leadership challenges, emphasizing the importance of a mechanism to support sales managers. This paper aims to demonstrate how shared leadership (SL) might improve team performance (TP), with knowledge sharing (KS) and psychological safety (PS) serving as...
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