Pauková, Dorota (2023) Shared Leadership and Performance: Moderating Role of Leader Legitimacy. Bachelor thesis, Psychology.
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Abstract
Effective employee performance is key to successful organizational functioning. An important factor influencing performance is leadership. Indeed, leaders can have a tremendous impact on the performance of their employees. But what type of leadership leads to the most effective performance, and what factors influence this relationship, is still an unanswered question. Shared leadership allows power dynamics to shift and makes team members more open and committed. However, what is the exact relationship between shared leadership and job performance is not yet known. In the present study, we investigate whether high levels of perceived leader legitimacy cause shared leadership to have a positive effect on employee job performance and whether low legitimacy does the opposite. We conducted a study using a questionnaire (N=27), which we distributed to dyads of a leader and an employee from a working team with our participants being Dutch-speaking residents of Groningen ranging 19 to 65 years in age. The results of our study showed no effect of legitimacy on the relationship between shared leadership and performance (p = 0.29), providing no support for our hypothesis. The paper ends with a discussion of implications stemming from this study, as well as its limitations and suggestions for future research.
| Item Type: | Thesis (Bachelor) |
|---|---|
| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 28 Jul 2023 08:05 |
| Last Modified: | 28 Jul 2023 08:05 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/2658 |
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