Research On The Effects Of Shared Leadership To The Team Effectiveness

The rise of the knowledge economy has not only brought significant opportunities to thevarious organizations, but also has brought great challenges. The challenges are increasing thecomplexity and uncertainty of the organization’s mission which caused by dramatic changes in theexternal environment. Facing these challenges, team as a work form has gradually become one ofthe effective way to deal with them. Simultaneously, knowledge workers as a carrier of knowledgeplay an important role in the organization. Additionally, the building of various knowledge-basedteam help organizations respond to dramatic changes in the external environment and put forwardhigher requirements for organizations’management.Shared Leadership is defined as a dynamic interactive collectively---influenced process inwhich the leadership function needs to be transferred to those members withstrengths, accordingto the working situation to the achievement of team or organizational goals or both. The raise ofShared Leadership conducive to the organizations respond to dramatic changes in the externalenvironment and meet the higher requirements for organizations’management. Shared Leadershipthat favor and encourage employees to participate actively in the public discussion about purposesand content of work when the members from knowledge-based team are examining the internaland external environment, which is named as team reflexivity process. Team reflexivity help theorganizations adjust planning and tasks timely to make the team adapt to environmental changesquickly, thus can ensure improve team performance ultimately. Therefore, this paper useinvestigation to examine the intrinsic relationship among Shared Leadership, team reflexivity andteam effectiveness combining with their theory research.On the basis of literature review, interview and questionnaire survey, this paper studies therelationship among shared leadership, team reflexivity and team effectiveness, and draw theflowing conclusion, based on394employees from101knowledge teams.First,the model of shared leadership have four factors which are team enterprise,power andresponsibility shared,team expectation and team coordination.this paper uses the means ofexploratory factor analysis(EFA) and confirmatory factor analysis(CFA) to test the construction ofShared Leadership,and find the best model is4factor model which has good reliability and validity.Second, shared leadership have significant positive effects on team effectiveness inknowledge teams, but this paper does not confirm power and responsibilities shared and teamexpectation have significant positive correlation with task performance and cooperationsatisfaction.Third, shared leadership have significant positive effects on team reflexivity in knowledgeteams. Team enterprise, team expectation both have significant positive influence on teamreflexivity, but the relationship between power and responsibilities shared and the team reflectioneffect is not significant.Fourth, team reflexivity take the role of partial mediation between Shared leadership andteam effectiveness. Especially the team enterprise can improve the level of task performance andcooperate satisfaction through team reflexivity; the team cooperation can improve the level ofteam cooperate satisfaction by improving the level of team reflexivity.To sum up, the knowledge team in the implementation of Shared leadership is beneficial toimprove the level of team reflexivity, which can increase the team efficiency in the knowledgeteams. This paper argues that research the relationship among Shared leadership, team reflexivityand team effectiveness on team level couled draw the rule of management on the knowledge team,and provides a new train of thought for the construction of the knowledge team and dealing withinternal and external environment changes.