Geijsen, Thomas (2025) Is Sharing Really Caring? The Effect of Shared Leadership and Job Satisfaction on Performance. Bachelor thesis, Psychology.
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Abstract
In a changing workspace traditional hierarchical leadership structures are under pressure which leads to increasing interests in different structures. Shared leadership is one of these new structures. It refers to the concept that the leadership tasks get distributed between employees with the goal of enhancing, autonomy, and performance. To research this we looked at dyads, which are employee-leader relationships. Past research has shown that there is a positive association between shared leadership and performance, but the underlying factors of this effect remain unclear. This study aims to explore if job satisfaction has a moderation role on the effect of shared leadership on performance. With a quantitative cross sectional multi source study design we collected the data of fifty-seven dyads. Employees rated their employer on multiple scales and vice versa. Results showed that job satisfaction had a significant effect on performance. But there were no significant effects found for the effect of shared leadership on performance or job satisfaction as a moderator. These results show that it is important to follow a contingency theory of shared leadership. A contingency approach means that there are multiple known and unknown variables that effect the relation between shared leadership and performance. Because of the contingency approach variables like team cohesion and psychological safety remain interesting variable for future research. Key words: Shared leadership, Job satisfaction, Performance, Dyadic design
| Item Type: | Thesis (Bachelor) |
|---|---|
| Supervisor name: | Bucur, R.E. |
| Degree programme: | Psychology |
| Differentiation route: | None [Bachelor Psychology] |
| Date Deposited: | 10 Jul 2025 10:14 |
| Last Modified: | 10 Jul 2025 10:14 |
| URI: | http://gmwpublic.studenttheses.ub.rug.nl/id/eprint/5442 |
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