共享领导的形成及其对知识团队绩效的影响机制研究
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摘要
知识经济时代,伴随着多学科知识深度融合趋势不断增强,知识活动的主体——知识员工对“团队”形式更加依赖。然而,知识团队在激发知识员工才能和潜质,促进知识交叉融合,形成知识协同效应的同时,也对“一个人‘主管’、其他成员跟随的传统垂直领导模式”提出了挑战。原因在于,随着知识工作创新性和复杂性的不断增强,知识团队中单个领导人能够有效执行所有必要领导职能的可能性大大降低。近期,研究表明领导权可以在团队领导与团队成员之间共享——当团队成员在某一方面拥有关键知识,技术和能力时,他就可以在该方面进行领导,这就是基于过程思路的领导新模式——共享领导(shared leadership简称SL)。
近年,共享领导逐渐成为领导学研究的新热点,引起了理论界和实践界的极大关注。在理论研究方面,从20世纪七十年代开始,学者们就共享领导的理论内涵、共享领导的实施条件、共享领导与组织绩效的关系等方面进行了系统的研究和阐释,获得了突破性的进展；在实践应用方面,共享领导模式被广泛应用在医疗诊断、学校教育、新产品研发等知识密集型领域,取得了极大成功。作者通过对现有共享领导研究的回顾,发现目前中国有关知识团队共享领导的研究和实践仍然处于萌芽阶段,尚不能回答共享领导的发展演变过程和共享领导对知识团队绩效的影响机制,而这两点对于推动共享领导理论的研究和实践作用有着举足轻重的作用。在此背景下,为系统回答共享领导的形成及其对知识团队绩效的影响机制,本文通过科学的设计,对以下几个问题进行了全面的实证考察：第一,知识团队中共享领导的形成发展过程是什么?其发展演变过程可以分为几个阶段,每个阶段的特征是什么?第二,中国背景下,共享领导是否对知识团队绩效有正向促进作用?和西方研究相比是否存在区别?第三,影响知识团队共享领导形成的前因变量有哪些?共享领导对知识团队绩效的影响机制什么?
全文共分6章对以上问题进行了系统阐释,各章的主要内容及研究结论归纳如下：
第一章,研究背景与研究综述。本章首先介绍了研究的理论背景、实践背景并提出了研究问题；其次对共享领导、知识团队以及共享领导对团队绩效影响等方面的相关文献进行了系统的归纳和概述,最后对研究取得的进展和值得进一步研究的问题进行相应的阐释。
第二章,研究总体构思与研究设计。本章主要对全文的总体构思与设计进行讨论。首先,基于文献回顾的基础上阐释本文的研究目的。其次,对本文包括共享领导在内的10个核心概念进行了界定；最后,就本文的总体框架、研究设计以及技术路线进行了概述。
第三章,知识团队共享领导的形成与发展研究。本章在文献分析的基础上通过较为严密的设计和科学的方法流程,围绕中国知识团队中共享领导的形成和发展,进行了访谈研究和典型案例分析。研究发现知识团队中共享领导模式的形成和发展是一个循序渐进的过程,可以划分为三个阶段：孕育期、磨合适应期和规范运行期。三个阶段的特征分别为：在孕育期,主要实现知识团队领导角色由外部领导者向团队内部核心的转变；在磨合适应期主要实现团队部分共享决策权和广泛共享决策权。在规范运行期,实现团队领导角色转化为共享领导的支持者、促进者和教练,团队所有成员在各自专长领域,主动承担更多责任,指导其他团队成员完成团队工作。
第四章,共享领导对知识团队绩效的影响研究。本章借鉴Pearce和Sims(2002)、Ensley和Hmieleski等(2006)研究成果,结合访谈研究将中国知识团队中的共享领导行为划分为共享强制型领导、共享指导型领导、共享交易型领导、共享变革型领导以及共享授权型领导。在此基础上,采用了相关分析、回归分析等多种统计技术深入讨论了共享领导模式中共享领导行为对知识团队绩效的影响。研究发现：第一,共享领导对知识团队任务绩效和周边绩效都有显著正向促进作用(β=0.452和0.473,P<0.05)。第二,在共享领导行为与知识团队绩效关系方面,除共享强制型领导模式对团队绩效起负向促进作用以外,其余4种领导行为都对团队绩效起显著正向促进作用。第三,从对任务绩效的作用力大小来看,依次为共享变革型领导(β=0.547)、共享授权型领导(β=0.541)、共享指导型领导(β=0.372)、共享交易型领导(β=0.150)、共享强制型领导(β=-0.269)；从对周边绩效的作用力大小来看,依次为共享授权型领导(β=0.826)、共享变革型领导(β=0.708)、共享指导型领导(β=0.624)、共享交易型领导(β=0.367)、共享强制型领导(β=-0.491)。由此可见,在知识团队共享领导实践中,成员采用授权型、变革型和指导型领导行为对其他成员进行影响的效果较好。
第五章,知识团队共享领导的前因及整合机制研究。本章首先在文献分析的基础上构建了共享领导的前因及整合机制模型,接着采用结构方程模型(SEM)对该模型进行了验证。研究结果表明：第一,成员人际信任(β=0.462)、成员发言权(β=0.41)和团队外部领导支持(β=0.539)是影响知识团队共享领导形成和发展的关键因素。第二,共享领导对知识员工的工作压力(β=-0.492)和角色模糊(β=-0.627)有负向促进作用,对团队内的知识共享(β=-0.762)行为有正向促进作用。第三,知识团队领导模式与团队绩效之间关系并不是一个简单线性的关系,知识共享和角色模糊在共享领导与知识团队绩效之间起中介作用。
第六章,总结与展望。本章从研究的主要结论、研究的理论创新、研究的实践启示、研究局限和展望四个方面对全文进行了归纳和总结。
本文的理论贡献主要有：第一,本文探索了共享领导形成的形成和发展机制。关于这方面的研究Bligh和Pearce(2006)提出了由自我领导促进团队信任、团队效能和团队承诺,进而影响团队共享领导形成,最终促进团队知识创新的共享领导形成与发展思路。本文在文献回顾的基础上,通过访谈研究和典型案例分析,从领导网络变化的角度提出了知识团队共享领导形成的三个时期：孕育期、磨合适应期和规范运行期,并详细阐释了每一时期团队的任务和领导网络变化过程,这一研究结论有助于推动该方面研究的升华和发展。第二,本文对共享领导对知识团队绩效的影响机制进行了新拓展。其一,研究发现共享领导行为与知识团队绩效关系在中国和西方存在差异,具体表现在共享指导型领导行为在中国对知识团队绩效有正向促进作用,而在西方恰好相反。其二,首次探讨了共享领导与团队绩效的中介作用机制,研究证实了知识共享和角色模糊是共享领导与知识团队绩效之间的两个中介变量。
本文在实践上的贡献在于：为知识团队领导模式实践提供了新的思路和视角。其一,本文系统探讨了共享领导的产生发展的演变过程,并给出了每一阶段团队领导网络的变化过程,这为团队共享领导实践提供了相应的参考和标准。其二,本文关于共享领导前因以及共享领导与团队绩效中介作用的实证分析,有助于共享领导实践者更加关注团队外部领导、组织培训与发展体系、组织激励机制以及组织文化在共享领导形成发展中的作用。
虽然目前共享领导在中国的研究和实践仍然处于起步阶段,但是可以预期随着中国知识团队中领导-成员关系的不断演进,相信未来共享领导必将在中国的知识团队中得到更多实践和应用,为推动知识团队绩效的提升做出更为卓越的贡献。
With the increasing integration of knowledge among several disciplines in an era of knowledge, educated employees, as the subject of knowledge-based activities, are becoming more dependent on "team". Knowledge team makes an important contribution on stimulating the potential of educated staff, promoting integration of multidisciplinary knowledge, and harnessing synergistic effect of knowledge. However, it also brings challenge towards the traditional vertical Leadership Model of "a person'in charge', the other follows". The reason is that with the increasing requirements on creativity and complexity of knowledge work, it will be reduced for individual leader at a team to gain the possibility of success on effectively implementing all essential leading functions. Recent research shows that leadership can be shared between the team leader and team members. When team member owns some crucial knowledge, skills or ability on certain prospect, he can exercise leadership in the corresponding area. This is a process-based new model called shared leadership (short for SL).
In recent years, shared leadership theory has become a new hot spot in leadership research at both theoretical and practical aspects. From the perspective of theoretical research, from the20th century70's, scholars had made some breakthrough researches on concepts meaning of shared leadership theory, the implementation conditions of shared leadership, and the relationship between sharing leadership and organizational performance etc. From the perspective of practical research, the shared leadership model is widely used in medical diagnosis, school education, new product development and other knowledge-intensive areas. According to the review of existing researches on shared leadership, the author found that current research and practice in China towards shared leadership is still in its infancy. And it is inadequate for researches in China on the evolution process of shared leadership and the function system of shared leadership on team performance, which play an important role on promoting the development of theory and practice on shared leadership. Therefore, this dissertation tries to take a discussion towards these problems through the following three aspects:(1) What is the evolution process of shared leadership in knowledge team? How many stages are there in this process? And what kind of characters are there in each stage?(2) Does shared leadership has a positive impact on team performance? And are there some differences compared to the results of Western studies?(3) Which are the antecedent variables to affect the formulation of shared leadership in knowledge team? What is the function system of shared leadership behavior on team performance?
This dissertation consists of six chapters to discuss the problems. The main content and conclusions of each chapter are summarized as follows:
Chapter Ⅰ, Background and literature review. First, this chapter introduces the theoretical and practical background of study and puts forward the research questions. Second, it summarizes the relevant literatures on shared leadership, knowledge team and influences of shared leadership behavior on team performance, etc; third, it interprets the contribution of this study and some problems for further study.
Chapter Ⅱ, General design of this dissertation. First, based on literature review, it demonstrates the purpose of study in this dissertation. Second, it defines ten relevant core concepts of this study, including shared leadership. Finally, it illustrates the overall framework of this dissertation, the design of this research and technical thinking way.
Chapter Ⅲ, Study on the formation and development of shared leadership model in knowledge team. Based on the literature review and systematical methodology, this chapter is conducted with empirical interviews and typical case studies focusing on the formation and development of shared leadership model in knowledge team. The research discovers that it is a continuous and progressive process for shared leadership model in knowledge team to form and develop. This process can be divided into three stages:preparation stage, adaptation stage and standardization stage. During preparation stage, the main purpose is to achieve the leader role's transition from the external team leader to internal core team leader. During adaptation stage, the main objective is to fulfill the sharing of decision-making rights. During standardization stage, the team leader turns to be supporters, promoters and coach. And each team member makes full use of their abilities respectively in their professional areas, shoulders more responsibilities and conducts others to complete the team work.
Chapters IV, study on the effect of the shared leadership behavior on knowledge team performance. According to the researches of Pearce and Sims (2002), Ensley and Hmieleski, etc.(2006)and interviews, this chapter divided Chinese shared leadership in knowledge-based team into five dimension: mandatory shared leadership, instructional shared leadership, transactional shared leadership, innovational shared leadership, and authorized shared leadership. Based on this kind of classification, this chapter takes a deep discussion about the effect of different kinds of shared leadership affecting team performance by using correlation analysis, regression analysis and other statistical techniques, The findings are as follows:first, shared leadership has a significant positive influence on task performance and contextual perfonnance of knowledge team.(β=0.452and0.473, P<0.05). Second, in addition to mandatory shared leadership, other four dimensions of shared leadership have a significant positive influence on task performance in knowledge-based team. Third, from the perspective of the extent of influence, the impact forces on task performance are as follows:innovational shared leadership (β=0.547), authorized shared leadership (β=0.541), instructional shared leadership (β=0.372), transactional shared leadership (β=0.150), mandatory shared leadership (β=-0.269). Meanwhile, the impact forces on contextual performance are as follows:authorized shared leadership (β=0.826), innovational shared leadership (β=0.708), instructional shared leadership (β=0.624), transactional shared leadership (β=0.367), mandatory shared leadership (β=-0.491).
This dissertation has studied the internal mechanism between the shared leadership and its effect on the knowledge team performance. This research introduced the variables like shared knowledge, Job role ambiguity, work pressure and job satisfaction to explore the internal mechanism between the shared leadership's effect on knowledge performance, furthermore, through Structural Equation Modeling, this dissertation explored the effect and mechanism of the above four variables.
Chapter Ⅴ, studies on antecedent variables and integration mechanism of shared leadership. Based on the literature review, this chapter builds a model of antecedent variables and integration mechanism of shared leadership. And then its validity is verified by using structural equation model (SEM). The results show: first, interpersonal trust among members (β=0.462), expressing right of members (β=0.41) supports from the external leaders (β=0.539) are the key factors to affect the formation and development of shared leadership. Second, shared leadership plays a negative role on work pressure (β=-0.492) and role ambiguity (β=-0.627) of educated employees. And it has a positive effect on knowledge-sharing behavior (β=-0.762) Third, the impact of the leadership model in knowledge team towards, team performance is not a simple linear relationship, Knowledge sharing and role ambiguity play as a mediator between shared leadership behavior and team performance.
Chapter Ⅵ, Summary and Prediction. This chapter summarized four aspects as follows:the main conclusions from this study, innovations on research theory, inspiration towards practical aspect, limitations and prospects of the research.
Theoretical contributions of this dissertation are:First, this dissertation makes an exploration on mechanism of forming and developing shared leadership. On this aspect, Bligh and Pearce (2006) have proposed on a way of thinking about forming and developing shared leadership, which is using self-leadership to promote team trust, team effectiveness and team commitment so as to affect shared team leadership and ultimately to promote knowledge innovation in the team. On the basis of the literature review and amounts of empirical research on interviews and typical cases studies, from the perspective of leader's network changing, this dissertation proposes three phases of forming shared leadership:preparation stage, adaptation stage and standardization stage. And it elaborates the task of team task at each stage and the objective of promoting changes on network of leader, which will be a positive force to promote sublimation and development of theory on this aspect. Second, this dissertation makes some innovation in the areas of influence mechanism of shared leadership behavior on team performance of the mechanism. On one hand, the study found that there are difference on the relationship of shared leadership behavior and team performance relationship between in western countries and in China. On the other hand, it is initial to discuss the mechanism that knowledge sharing and role ambiguity play as a mediator between shared leadership behavior and team performance.
The contributions on the practical aspect are:it provides new thinking ways and perspectives for shared leadership practice in knowledge team. First, this dissertation makes a systematical discussion about the process of formulation and development of shared leadership system and changing process of leader's network in every stage, which provide the appropriate standard and reference for shared leader practice. Second, the empirical analysis on antecedent variables and intermediary role of shared leadership towards team performance will evoke team shared leader paying more attention on the influencing function of external leader, organizational training, motivation mechanism and organization in the process of formulation and development of shared leadership.
As Merkens and Spence (1998) said,"shared leadership has become the key to the survival of organization if without shared leadership, the organization may die." Although shared leadership research and practice in China is still in its infant, as the evolution of shared leadership in knowledge team in China, shared leadership in China will have more important influence on the practice and application in knowledge-based team and will make outstanding contributions on improving team performance to higher levels.
近年,共享领导逐渐成为领导学研究的新热点,引起了理论界和实践界的极大关注。在理论研究方面,从20世纪七十年代开始,学者们就共享领导的理论内涵、共享领导的实施条件、共享领导与组织绩效的关系等方面进行了系统的研究和阐释,获得了突破性的进展；在实践应用方面,共享领导模式被广泛应用在医疗诊断、学校教育、新产品研发等知识密集型领域,取得了极大成功。作者通过对现有共享领导研究的回顾,发现目前中国有关知识团队共享领导的研究和实践仍然处于萌芽阶段,尚不能回答共享领导的发展演变过程和共享领导对知识团队绩效的影响机制,而这两点对于推动共享领导理论的研究和实践作用有着举足轻重的作用。在此背景下,为系统回答共享领导的形成及其对知识团队绩效的影响机制,本文通过科学的设计,对以下几个问题进行了全面的实证考察：第一,知识团队中共享领导的形成发展过程是什么?其发展演变过程可以分为几个阶段,每个阶段的特征是什么?第二,中国背景下,共享领导是否对知识团队绩效有正向促进作用?和西方研究相比是否存在区别?第三,影响知识团队共享领导形成的前因变量有哪些?共享领导对知识团队绩效的影响机制什么?
全文共分6章对以上问题进行了系统阐释,各章的主要内容及研究结论归纳如下：
第一章,研究背景与研究综述。本章首先介绍了研究的理论背景、实践背景并提出了研究问题；其次对共享领导、知识团队以及共享领导对团队绩效影响等方面的相关文献进行了系统的归纳和概述,最后对研究取得的进展和值得进一步研究的问题进行相应的阐释。
第二章,研究总体构思与研究设计。本章主要对全文的总体构思与设计进行讨论。首先,基于文献回顾的基础上阐释本文的研究目的。其次,对本文包括共享领导在内的10个核心概念进行了界定；最后,就本文的总体框架、研究设计以及技术路线进行了概述。
第三章,知识团队共享领导的形成与发展研究。本章在文献分析的基础上通过较为严密的设计和科学的方法流程,围绕中国知识团队中共享领导的形成和发展,进行了访谈研究和典型案例分析。研究发现知识团队中共享领导模式的形成和发展是一个循序渐进的过程,可以划分为三个阶段：孕育期、磨合适应期和规范运行期。三个阶段的特征分别为：在孕育期,主要实现知识团队领导角色由外部领导者向团队内部核心的转变；在磨合适应期主要实现团队部分共享决策权和广泛共享决策权。在规范运行期,实现团队领导角色转化为共享领导的支持者、促进者和教练,团队所有成员在各自专长领域,主动承担更多责任,指导其他团队成员完成团队工作。
第四章,共享领导对知识团队绩效的影响研究。本章借鉴Pearce和Sims(2002)、Ensley和Hmieleski等(2006)研究成果,结合访谈研究将中国知识团队中的共享领导行为划分为共享强制型领导、共享指导型领导、共享交易型领导、共享变革型领导以及共享授权型领导。在此基础上,采用了相关分析、回归分析等多种统计技术深入讨论了共享领导模式中共享领导行为对知识团队绩效的影响。研究发现：第一,共享领导对知识团队任务绩效和周边绩效都有显著正向促进作用(β=0.452和0.473,P<0.05)。第二,在共享领导行为与知识团队绩效关系方面,除共享强制型领导模式对团队绩效起负向促进作用以外,其余4种领导行为都对团队绩效起显著正向促进作用。第三,从对任务绩效的作用力大小来看,依次为共享变革型领导(β=0.547)、共享授权型领导(β=0.541)、共享指导型领导(β=0.372)、共享交易型领导(β=0.150)、共享强制型领导(β=-0.269)；从对周边绩效的作用力大小来看,依次为共享授权型领导(β=0.826)、共享变革型领导(β=0.708)、共享指导型领导(β=0.624)、共享交易型领导(β=0.367)、共享强制型领导(β=-0.491)。由此可见,在知识团队共享领导实践中,成员采用授权型、变革型和指导型领导行为对其他成员进行影响的效果较好。
第五章,知识团队共享领导的前因及整合机制研究。本章首先在文献分析的基础上构建了共享领导的前因及整合机制模型,接着采用结构方程模型(SEM)对该模型进行了验证。研究结果表明：第一,成员人际信任(β=0.462)、成员发言权(β=0.41)和团队外部领导支持(β=0.539)是影响知识团队共享领导形成和发展的关键因素。第二,共享领导对知识员工的工作压力(β=-0.492)和角色模糊(β=-0.627)有负向促进作用,对团队内的知识共享(β=-0.762)行为有正向促进作用。第三,知识团队领导模式与团队绩效之间关系并不是一个简单线性的关系,知识共享和角色模糊在共享领导与知识团队绩效之间起中介作用。
第六章,总结与展望。本章从研究的主要结论、研究的理论创新、研究的实践启示、研究局限和展望四个方面对全文进行了归纳和总结。
本文的理论贡献主要有：第一,本文探索了共享领导形成的形成和发展机制。关于这方面的研究Bligh和Pearce(2006)提出了由自我领导促进团队信任、团队效能和团队承诺,进而影响团队共享领导形成,最终促进团队知识创新的共享领导形成与发展思路。本文在文献回顾的基础上,通过访谈研究和典型案例分析,从领导网络变化的角度提出了知识团队共享领导形成的三个时期：孕育期、磨合适应期和规范运行期,并详细阐释了每一时期团队的任务和领导网络变化过程,这一研究结论有助于推动该方面研究的升华和发展。第二,本文对共享领导对知识团队绩效的影响机制进行了新拓展。其一,研究发现共享领导行为与知识团队绩效关系在中国和西方存在差异,具体表现在共享指导型领导行为在中国对知识团队绩效有正向促进作用,而在西方恰好相反。其二,首次探讨了共享领导与团队绩效的中介作用机制,研究证实了知识共享和角色模糊是共享领导与知识团队绩效之间的两个中介变量。
本文在实践上的贡献在于：为知识团队领导模式实践提供了新的思路和视角。其一,本文系统探讨了共享领导的产生发展的演变过程,并给出了每一阶段团队领导网络的变化过程,这为团队共享领导实践提供了相应的参考和标准。其二,本文关于共享领导前因以及共享领导与团队绩效中介作用的实证分析,有助于共享领导实践者更加关注团队外部领导、组织培训与发展体系、组织激励机制以及组织文化在共享领导形成发展中的作用。
虽然目前共享领导在中国的研究和实践仍然处于起步阶段,但是可以预期随着中国知识团队中领导-成员关系的不断演进,相信未来共享领导必将在中国的知识团队中得到更多实践和应用,为推动知识团队绩效的提升做出更为卓越的贡献。
With the increasing integration of knowledge among several disciplines in an era of knowledge, educated employees, as the subject of knowledge-based activities, are becoming more dependent on "team". Knowledge team makes an important contribution on stimulating the potential of educated staff, promoting integration of multidisciplinary knowledge, and harnessing synergistic effect of knowledge. However, it also brings challenge towards the traditional vertical Leadership Model of "a person'in charge', the other follows". The reason is that with the increasing requirements on creativity and complexity of knowledge work, it will be reduced for individual leader at a team to gain the possibility of success on effectively implementing all essential leading functions. Recent research shows that leadership can be shared between the team leader and team members. When team member owns some crucial knowledge, skills or ability on certain prospect, he can exercise leadership in the corresponding area. This is a process-based new model called shared leadership (short for SL).
In recent years, shared leadership theory has become a new hot spot in leadership research at both theoretical and practical aspects. From the perspective of theoretical research, from the20th century70's, scholars had made some breakthrough researches on concepts meaning of shared leadership theory, the implementation conditions of shared leadership, and the relationship between sharing leadership and organizational performance etc. From the perspective of practical research, the shared leadership model is widely used in medical diagnosis, school education, new product development and other knowledge-intensive areas. According to the review of existing researches on shared leadership, the author found that current research and practice in China towards shared leadership is still in its infancy. And it is inadequate for researches in China on the evolution process of shared leadership and the function system of shared leadership on team performance, which play an important role on promoting the development of theory and practice on shared leadership. Therefore, this dissertation tries to take a discussion towards these problems through the following three aspects:(1) What is the evolution process of shared leadership in knowledge team? How many stages are there in this process? And what kind of characters are there in each stage?(2) Does shared leadership has a positive impact on team performance? And are there some differences compared to the results of Western studies?(3) Which are the antecedent variables to affect the formulation of shared leadership in knowledge team? What is the function system of shared leadership behavior on team performance?
This dissertation consists of six chapters to discuss the problems. The main content and conclusions of each chapter are summarized as follows:
Chapter Ⅰ, Background and literature review. First, this chapter introduces the theoretical and practical background of study and puts forward the research questions. Second, it summarizes the relevant literatures on shared leadership, knowledge team and influences of shared leadership behavior on team performance, etc; third, it interprets the contribution of this study and some problems for further study.
Chapter Ⅱ, General design of this dissertation. First, based on literature review, it demonstrates the purpose of study in this dissertation. Second, it defines ten relevant core concepts of this study, including shared leadership. Finally, it illustrates the overall framework of this dissertation, the design of this research and technical thinking way.
Chapter Ⅲ, Study on the formation and development of shared leadership model in knowledge team. Based on the literature review and systematical methodology, this chapter is conducted with empirical interviews and typical case studies focusing on the formation and development of shared leadership model in knowledge team. The research discovers that it is a continuous and progressive process for shared leadership model in knowledge team to form and develop. This process can be divided into three stages:preparation stage, adaptation stage and standardization stage. During preparation stage, the main purpose is to achieve the leader role's transition from the external team leader to internal core team leader. During adaptation stage, the main objective is to fulfill the sharing of decision-making rights. During standardization stage, the team leader turns to be supporters, promoters and coach. And each team member makes full use of their abilities respectively in their professional areas, shoulders more responsibilities and conducts others to complete the team work.
Chapters IV, study on the effect of the shared leadership behavior on knowledge team performance. According to the researches of Pearce and Sims (2002), Ensley and Hmieleski, etc.(2006)and interviews, this chapter divided Chinese shared leadership in knowledge-based team into five dimension: mandatory shared leadership, instructional shared leadership, transactional shared leadership, innovational shared leadership, and authorized shared leadership. Based on this kind of classification, this chapter takes a deep discussion about the effect of different kinds of shared leadership affecting team performance by using correlation analysis, regression analysis and other statistical techniques, The findings are as follows:first, shared leadership has a significant positive influence on task performance and contextual perfonnance of knowledge team.(β=0.452and0.473, P<0.05). Second, in addition to mandatory shared leadership, other four dimensions of shared leadership have a significant positive influence on task performance in knowledge-based team. Third, from the perspective of the extent of influence, the impact forces on task performance are as follows:innovational shared leadership (β=0.547), authorized shared leadership (β=0.541), instructional shared leadership (β=0.372), transactional shared leadership (β=0.150), mandatory shared leadership (β=-0.269). Meanwhile, the impact forces on contextual performance are as follows:authorized shared leadership (β=0.826), innovational shared leadership (β=0.708), instructional shared leadership (β=0.624), transactional shared leadership (β=0.367), mandatory shared leadership (β=-0.491).
This dissertation has studied the internal mechanism between the shared leadership and its effect on the knowledge team performance. This research introduced the variables like shared knowledge, Job role ambiguity, work pressure and job satisfaction to explore the internal mechanism between the shared leadership's effect on knowledge performance, furthermore, through Structural Equation Modeling, this dissertation explored the effect and mechanism of the above four variables.
Chapter Ⅴ, studies on antecedent variables and integration mechanism of shared leadership. Based on the literature review, this chapter builds a model of antecedent variables and integration mechanism of shared leadership. And then its validity is verified by using structural equation model (SEM). The results show: first, interpersonal trust among members (β=0.462), expressing right of members (β=0.41) supports from the external leaders (β=0.539) are the key factors to affect the formation and development of shared leadership. Second, shared leadership plays a negative role on work pressure (β=-0.492) and role ambiguity (β=-0.627) of educated employees. And it has a positive effect on knowledge-sharing behavior (β=-0.762) Third, the impact of the leadership model in knowledge team towards, team performance is not a simple linear relationship, Knowledge sharing and role ambiguity play as a mediator between shared leadership behavior and team performance.
Chapter Ⅵ, Summary and Prediction. This chapter summarized four aspects as follows:the main conclusions from this study, innovations on research theory, inspiration towards practical aspect, limitations and prospects of the research.
Theoretical contributions of this dissertation are:First, this dissertation makes an exploration on mechanism of forming and developing shared leadership. On this aspect, Bligh and Pearce (2006) have proposed on a way of thinking about forming and developing shared leadership, which is using self-leadership to promote team trust, team effectiveness and team commitment so as to affect shared team leadership and ultimately to promote knowledge innovation in the team. On the basis of the literature review and amounts of empirical research on interviews and typical cases studies, from the perspective of leader's network changing, this dissertation proposes three phases of forming shared leadership:preparation stage, adaptation stage and standardization stage. And it elaborates the task of team task at each stage and the objective of promoting changes on network of leader, which will be a positive force to promote sublimation and development of theory on this aspect. Second, this dissertation makes some innovation in the areas of influence mechanism of shared leadership behavior on team performance of the mechanism. On one hand, the study found that there are difference on the relationship of shared leadership behavior and team performance relationship between in western countries and in China. On the other hand, it is initial to discuss the mechanism that knowledge sharing and role ambiguity play as a mediator between shared leadership behavior and team performance.
The contributions on the practical aspect are:it provides new thinking ways and perspectives for shared leadership practice in knowledge team. First, this dissertation makes a systematical discussion about the process of formulation and development of shared leadership system and changing process of leader's network in every stage, which provide the appropriate standard and reference for shared leader practice. Second, the empirical analysis on antecedent variables and intermediary role of shared leadership towards team performance will evoke team shared leader paying more attention on the influencing function of external leader, organizational training, motivation mechanism and organization in the process of formulation and development of shared leadership.
As Merkens and Spence (1998) said,"shared leadership has become the key to the survival of organization if without shared leadership, the organization may die." Although shared leadership research and practice in China is still in its infant, as the evolution of shared leadership in knowledge team in China, shared leadership in China will have more important influence on the practice and application in knowledge-based team and will make outstanding contributions on improving team performance to higher levels.
引文
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