Blum, Keno Darian (2025) The Influence of Shared Leadership on Reflexivity and Performance: A Mediated Model. Bachelor thesis, Psychology.
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Abstract
Abstract This study investigates how shared leadership influences employee performance and whether reflexivity is a mediating mechanism in this relationship. Building on theories of shared leadership, social exchange, and team learning, the study focuses on leader–employee dyads in Dutch organizations, a context characterized by flat hierarchies and participative decision- making. Data were collected from 133 leader–employee pairs using validated questionnaires on shared leadership, reflexivity, and employee performance. Regression and mediation analyses revealed that shared leadership was positively associated with both reflexivity and employee performance. However, reflexivity neither significantly predicted performance nor mediated the relationship between shared leadership and performance. These findings suggest that shared leadership can directly enhance employee performance within dyadic relationships but that reflexivity, although promoted by shared leadership, may not translate into measurable performance gains in this context. The study contributes to leadership research by examining shared leadership outside traditional team settings and by considering cultural factors in leadership effectiveness. Practical implications include encouraging organizations to adopt shared leadership practices to improve employee outcomes, even in flat organizational structures. Limitations and directions for future research are discussed. Keywords: Shared leadership, reflexivity, employee performance, dyadic relationships
| Item Type: | Thesis (Bachelor) |
|---|---|
| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 09 Jul 2025 08:52 |
| Last Modified: | 09 Jul 2025 08:52 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/5381 |
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