Shared Leadership And Team Proactivity.

Erkutlu, H. (2012). The Impact Of Organizational Culture On The Relationship Between Shared Leadership And Team Proactivity. Team Performance Management, 18(1/2), 102-119.

The article tries to assess whether the organizational influences and impacts the relationship between team proactivity and shared leadership. The data collected from 21 commercial banks in Turkey that had formed implemented work teams and the 420 members assessed, and which had used to examine the moderation of organizational culture on the shared leadership. The findings from the collected data had revealed that there was a positive relationship between the shared leadership and the team proactive behavior. This has further revealed that team proactivity increased in strength as the organization increased in the level of supportive cultures as well as the rank the organization. Team members changes their perception of the job they had when leadership roles and responsibilities are shared among the within the team members by the management team.

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However the method used to conclude the implications resulting from sharing of leadership roles had weakness, whereby results could not be generalized since due to limitation of funding of funding the banking studies, and demographic factors such as participants age and organizational tenure.  Organizational culture as moderator has never been done before but it has revealed out that it has motivated the team players in an organization to increase job demands as the perception of jobs is changed. Although culture is being used as a moderator, the extent of enhancing organizational culture determines the extent of shared leadership and team proactivity. 

Personal Reflections

Following the definitions given for the shared leadership by the author of the article, one could argue out those social processes within an organization which is intertwined within the context it occurs is a dynamic and multidimensional one. An organizational manager should try to differentiate and predict the impact of adopting self leadership which focuses on self sufficiency and personal goals from shared leadership which focuses on ability to connect to other people. It becomes easier to predict the outcome of the company achievements from the type of the leadership adopted and the impacts it will have on the members on a specified period of time. Shared leadership is in an organization is positively related to team proactivity.

Shared leadership involves sharing or responsibilities horizontally across the organization members and influences them across the group while the vertical leadership involves the projection of influence on the members of the organization. As the author agues, shared leadership enables the leaders to interact with the members in a positive way and it becomes easy to detect a challenge faced by an individual member of the team. When a comparison is made between the two leadership lines, vertical leadership reveals out that the employers have minimal contact with the employees and this affect the development of organization culture. Furthermore, shared leadership has been revealed to promote job autonomy which is one of the determinants of proactive behavior and solving problems or ideas and policy implementation becomes easy.

An organizational culture helps to orient an individual with the patterns of shared beliefs, values and norms that will help one to understand organizational functioning and objectives. Shared leadership encourages team participation in all the activities concerning the operations and in the   decision making process. Organizational culture promotes the hierarchical issuances of orders and roles within the organization and this promotes bureaucracy within the organization. It becomes important for any organization to succeed in a competitive market to have collective ideas and decisions from team players rather than using the management to make the policies.



Erkutlu, H. (2012). The Impact Of Organizational Culture On The Relationship Between Shared Leadership And Team Proactivity. Team Performance Management, 18(1/2), 102-119.