Shared leadership and team creativity

Abstract

Purpose The purpose of this paper is to extend the theoretical understanding and conceptualization of shared leadership by examining the impact of cognitive trust as an antecedent of shared leadership. Further, the study examines the mediating effect of team learning on relationship between shared leadership and team creativity. Design/methodology/approach The study adopted a mixed method approach with sequential explanatory research strategy. Using a survey questionnaire, data from 44 teams were collected at two different time points. Semistructured interviews were carried out with 22 teams to explain the results that emerged from the quantitative study. Findings The study found that cognitive trust positively influences shared leadership. Further, team learning fully mediates the relationship between shared leadership and team creativity. The major themes that emerged from the qualitative study are participant's experiences of shared leadership in team, reasons to exert leadership, reasons to accept leadership and consequences of shared leadership. Practical implications Organizations can enhance team creativity by promoting shared leadership in the organization. Originality/value This study examines the mediating process of team learning between shared leadership and team creativity. Mixed method approach adopted in the study explains the shared leadership process by building on both quantitative and qualitative research.