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- W4286623070 abstract "Leadership has mostly been considered as an unidirectional process centered on leaders influencing their followers. However, recent theoretical developments indicate that followers may also have an impact on their formal leader. In this pre-registered study, we investigate the interplay between shared leadership and formal team leadership (i.e., empowering leadership). We predict that leaders interpret their team’s shared leadership as an investment to reach for common goals. Accordingly, their team’s effort should improve the social exchange relationship with their team, reflected in higher trust which in turn should increase empowering leadership behavior of the leader. Further, we assume that this indirect relation is first-stage moderated by leader self-efficacy. We tested our assumptions in a longitudinal study with 721 team members and their leaders nested in 169 teams. Results from Bayesian cross-lagged panel modeling support our assumed mediation effect, while also pointing to a reverse effect of empowering leadership on shared leadership. The moderation effect was not supported. This study provides insights about the dynamic and reciprocal interplay between shared and formal leadership. Our findings underline that formal leaders do not perceive shared leadership as a threat, but rather value the team effort reflected in higher trust and decision latitude." @default.
- W4286623070 created "2022-07-23" @default.
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- W4286623070 date "2022-08-01" @default.
- W4286623070 modified "2023-10-03" @default.
- W4286623070 title "The Reciprocity of Shared and Empowering Leadership" @default.
- W4286623070 doi "https://doi.org/10.5465/ambpp.2022.11459abstract" @default.
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