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1 – 2 of 2The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership…
Abstract
Purpose
The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership and provide directions for future research.
Design/methodology/approach
Through extensive database and manual searches, 766 literature records were obtained. After three rounds of literature screening, 17 studies were retained. On this basis, the 17 studies were coded and analyzed.
Findings
From the perspectives of individual motivation, hierarchical functionalism and leadership role configuration, the existing studies have explored the negative impacts of shared leadership on team members, formal team leaders and the overall work teams. Specifically, for team members, shared leadership may cause negative consequences like power struggle, role stress and knowledge hiding. For formal team leaders, shared leadership may cause negative consequences like psychological territorial loss, leadership motivation declines and the dualistic paradox of self and group. For the overall work teams, shared leadership may cause negative consequences like team performance inhibition, low decision-making efficiency, team responsibility dispersion and team creativity decline. Meanwhile, contextual factors play a key role in determining the effects of shared leadership.
Originality/value
Through a systematic review of the negative impact of shared leadership, this study responds to the research calls for exploring the dark sides of shared leadership, provides the academic community with a more comprehensive and balanced view of the impact of shared leadership and identifies several directions for future research.
Details
Keywords
Yijing Lyu, Hong Zhu, Emily G. Huang and Yuanyi Chen
The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims…
Abstract
Purpose
The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO).
Design/methodology/approach
A time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression.
Findings
Coworker service sabotage is indirectly associated with hospitality employees’ service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage.
Research limitations/implications
Although our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China.
Practical implications
Hospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers.
Originality/value
The research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.
Details