Will shared leadership engenders innovative work behaviors among salesmen toward improved performance?
and | Sep 18, 2020
About this article
Article Category: Conceptual Paper
Published Online: Sep 18, 2020
Page range: 218 - 229
Received: May 28, 2019
Accepted: Aug 07, 2020
DOI: https://doi.org/10.2478/ijme-2020-0020
Keywords
© 2020 Oniku Ayodele et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
j.ijme-2020-0020.tab.002.w2aab3b7c22b1b6b1ab1b2b6b2Aa
| TL | Pearson correlation | 1 | 0.625 | 0.568 | 0.380 | 0.323 |
| Sig. (2-tailed) | 0.000 | 0.000 | 0.000 | 0.000 | ||
| 299 | 299 | 299 | 299 | 299 | ||
| IEL | Pearson correlation | 0.625 | 1 | 0.529 | 0.446 | 0.423 |
| Sig. (2-tailed) | 0.000 | 0.000 | 0.000 | 0.000 | ||
| 299 | 299 | 299 | 299 | 299 | ||
| TEL | Pearson correlation | 0.568 | 0.529 | 1 | 0.289 | 0.230 |
| Sig. (2-tailed) | 0.000 | 0.000 | 0.000 | 0.000 | ||
| 300 | 300 | 300 | 300 | 300 | ||
| PL | Pearson correlation | 0.380 | 0.446 | 0.289 | 1 | 0.855 |
| Sig. (2-tailed) | 0.000 | 0.000 | 0.000 | 0.000 | ||
| 299 | 299 | 299 | 299 | 299 | ||
| IWB | Pearson correlation | 0.323 | 0.423 | 0.230 | 0.855 | 1 |
| Sig. (2-tailed) | 0.000 | 0.000 | 0.000 | 0.000 | ||
| 299 | 299 | 299 | 299 | 299 | ||
j.ijme-2020-0020.apptab.002.w2aab3b7c22b1b6b1ab2b1ab2Aa
| Item 1 | 60.63 | 74.458 | 0.491 | 0.862 |
| Item 2 | 60.60 | 76.682 | 0.384 | 0.866 |
| Item 3 | 60.57 | 77.872 | 0.331 | 0.867 |
| Item 4 | 60.64 | 76.192 | 0.454 | 0.863 |
| Item 5 | 60.76 | 73.388 | 0.484 | 0.862 |
| Item 6 | 60.68 | 74.401 | 0.515 | 0.861 |
| Item 7 | 60.65 | 74.073 | 0.480 | 0.862 |
| Item 8 | 60.75 | 72.037 | 0.607 | 0.856 |
| Item 9 | 60.66 | 75.989 | 0.494 | 0.862 |
| Item 10 | 60.74 | 75.602 | 0.556 | 0.860 |
| Item 11 | 60.62 | 77.443 | 0.356 | 0.867 |
| Item 12 | 60.50 | 77.125 | 0.428 | 0.864 |
| Item 13 | 60.42 | 77.357 | 0.380 | 0.866 |
| Item 14 | 61.40 | 71.569 | 0.560 | 0.858 |
| Item 15 | 61.32 | 68.531 | 0.618 | 0.856 |
| Item 16 | 61.41 | 67.835 | 0.626 | 0.855 |
| Item 17 | 61.32 | 68.551 | 0.602 | 0.857 |
j.ijme-2020-0020.tab.005.w2aab3b7c22b1b6b1ab1b2b7b6Aa
| 1 (Constant) | 0.137 | 0.294 | 0.467 | 0.641 | |
| TL | −0.052 | 0.088 | −0.025 | −0.595 | 0.552 |
| IEL | 0.158 | 0.075 | 0.088 | 2.115 | 0.035 |
| TEL | −0.099 | 0.083 | −0.045 | −1.187 | 0.236 |
| PL | 0.974 | 0.039 | 0.838 | 24.803 | 0.000 |
j.ijme-2020-0020.tab.004.w2aab3b7c22b1b6b1ab1b2b7b5Aa
| 1. Regression | 366.125 | 4 | 91.531 | 205.396 | 0.000 |
| Residual | 131.462 | 295 | 0.446 | ||
| Total | 497.587 | 299 | |||
j.ijme-2020-0020.apptab.001.w2aab3b7c22b1b6b1ab2b1ab1Aa
| 1 | My colleagues provide a clear vision of whom and what our team is in idea generation, championing, and application |
| 2 | My colleagues are driven by higher purposes in idea generation, championing, and application |
| 3 | My colleagues show enthusiasm for my efforts in idea generation, championing, and application |
| 4 | My colleagues seek a broad range of perspectives when it comes to idea generation, championing, and application |
| 5 | My colleagues encourage me to go above and put extra efforts than normal in idea generation, championing, and application |
| 6 | My colleagues encourage me to engage in idea generation, championing and application without supervision |
| 7 | My colleagues urge me to assume responsibilities on idea generation, championing, and application on my own |
| 8 | My colleagues encourage me to learn new ways of idea generation, championing, and application |
| 9 | My colleagues encourage me to be determined when facing challenges on idea generation, championing, and application |
| 10 | My colleagues encourage my team members on idea generation, championing, and application |
| 11 | My colleagues advise me to coordinate team efforts in idea generation, championing, and application |
| 12 | My colleagues urge me to embrace team work in idea generation, championing, and application |
| 13 | My colleagues expect that collaborative team work on idea generation, championing, and application works well |
| 14 | My colleagues decide on my performance in idea generation, championing, and application together with me |
| 15 | My colleagues and I work together to decide on what my performance in idea generation, championing, and application should be |
| 16 | My colleagues and I sit down together and reach agreement on my performance on idea generation, championing, and application. |
| 17 | My colleagues work with me to develop my performance goals on idea generation, championing, and application |
j.ijme-2020-0020.tab.003.w2aab3b7c22b1b6b1ab1b2b7b4Aa
| 1 | 0.858 | 0.736 | 0.732 | 0.668 |
Previous definitions of shared leadership
| Empowered Selling Teams: How Shared Leadership Can Contribute to Selling Team Outcomes | A team process where leadership is carried out by the team as a whole, rather than solely by an appointed leader, such as the sales manager or a lead salesperson (p. 36) | |
| The Future of Leadership: Combining Vertical and Shared Leadership to Transform Knowledge Work (and Executive Commentary) | A simultaneous, ongoing, mutual influence process within a team that is characterized by “serial emergence” of official as well as unofficial leaders (p. 48) | |
| Shared Leadership in Teams: An Investigation of Antecedents Conditions and Performance | An emergent team property that results from the distribution of leadership influence across multiple team members (p. 1218) | |
| Board Team Leadership Revisited: A Conceptual Model of Shared Leadership in the Boardroom | Shared leadership in the boardroom can thus be conceptualized as a mutual and fluid influence process in which directors continuously switch between “leader” and ‘follower’ roles based on desired capabilities and expertise given the situation at hand, in order to lead the team to outcome achievement (p. 408) | |
| Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity | A situation where multiple team members engage in leadership and is characterized by collaborative decision-making and shared responsibility for outcome (p. 161) | |
| TMT Shared Leadership and Firm Performance: Investigating the Mediating Role of Absorptive Capacity | Shared participation of members in leadership responsibilities (p. 227) |