The purpose of this paper is to extend the
theoretical understanding and conceptualization of
shared leadership is lauded to be a team performance-
enhancing approach, team creativity, and effectiveness of
an organization. Shared leadership is a complex and
dynamic phenomenon, and there is still much that we do
not understand about it. By extending our theoretical
understanding and conceptualization of shared
leadership, we can better understand how it can be used
to enhance team performance, creativity, and
effectiveness. Shared leadership is a leadership approach
in which power and responsibilities are distributed
among team members. This approach is lauded for its
ability to enhance team performance, creativity, and
effectiveness.
More studies need to investigate the relationship
between shared leadership and team performance and
their different functions. To address the above-
mentioned gaps, the purpose of this paper is to identify
the underlying dimensions of shared leadership and
examine the relationships among team members’
perceptions of shared leadership, and team performance.
To achieve these the following research questions: The
first question, "What are the underlying dimensions of
shared leadership?" is essential for understanding how
shared leadership works. By identifying the different
dimensions of shared leadership, we can better
understand how they contribute to team performance.
The second question, "How does shared leadership affect
team trust?" is also important. Team trust is a critical
factor for team success, and shared leadership can help
to build trust among team members. By understanding
how shared leadership affects team trust, we can better
understand how it can be used to improve team
performance.
The third question, "How does team trust mediate
the relationship between shared leadership and team
performance?" is also interesting. This question explores
the possibility that team trust is a mechanism through
which shared leadership affects team performance. If
this is the case, then it would suggest that shared
leadership can improve team performance by building
trust among team members.
The way shared leadership has been conceptualized
may be the cause of the inconsistent results of shared
leadership and its aspects. Many management fields have
praised shared leadership as a performance-improving
strategy with practical implications. It is envisioned as
an ever-evolving dynamic team process. The lack of
research that has looked at its temporally pertinent
border requirements for the success of the team is
remarkable, nevertheless.
However, compared to its good effects, existing
research on shared leadership's negative effects is still
dispersed. Since there isn't a literature review that
systematically summarizes these potential drawbacks,
the academic community lacks a thorough
understanding of these negative effects. The current
study seeks to close this gap by offering a thorough
literature analysis that will explain the detrimental
impacts of shared leadership and create an all-
encompassing analytical framework in accordance. This
essay aims to clarify whether the harmful impacts of
shared leadership have been empirically or theoretically
proved, when and why shared leadership causes these
harmful effects, and what research approaches are likely
to yield positive results in the future. In addition to
providing the academic community with a more
thorough and balanced understanding of the impact of
shared leadership, the current study also identifies
several directions for future research by responding to
the research calls for exploring the potential negative
aspects of shared leadership.
A new leadership approach called "shared
leadership" places a focus on sharing, involvement, and
collaboration between team members and leaders. This
paper's goal is to review the current body of knowledge
regarding shared leadership, including its definitions,
traits, influencing variables, and effects on people and
organizations. It has been discovered through a review,
summary, and analysis of the pertinent literature that
shared leadership improves employee creativity while
lowering stress levels and raising job satisfaction. The
mechanisms and methods of shared leadership
implementation, as well as the study of shared leadership
in various cultural contexts, should be further
investigated in future research.
Keywords : Shared Leadership, Negative Effects in Leadership, Team Creativity, Team Effectiveness Three Dimensions, Team Performance.