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Journal of Business and Psychology

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11-11-2020 | Original Paper

Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation

Authors: Jonathan C. Ziegert, Scott B. Dust

Published in: Journal of Business and Psychology | Issue 6/2021

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Abstract

This research seeks to integrate traditional formal leadership structures and emerging shared leadership approaches to team leadership to examine how they jointly relate to innovative outcomes in teams. To reconcile contradictory theory and research that views formal leadership as both beneficial and detrimental to informal leadership, we take a contingency-based approach and hypothesize and find that a designated, nominal formal leader is positively related to shared leadership emergence when role ambiguity is high. Additionally, high role ambiguity enhances the indirect effect of designated formal leadership on team innovation via shared leadership. Alternatively, low ambiguity neutralizes the effect of designated formal leadership on shared leadership and the indirect effect on team innovation via shared leadership. These findings help to address conflicting perspectives regarding the linkage of formal leadership and shared leadership and their respective influence on team innovation.

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Title: Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation
Authors: Jonathan C. Ziegert
Scott B. Dust
Publication date: 11-11-2020
Publisher: Springer US
Published in: Journal of Business and Psychology / Issue 6/2021
Print ISSN: 0889-3268
Electronic ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-020-09722-3

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