The purpose of this study was to investigate the relationship between shared leadership, performance, and team affect across two communication... Show moreThe purpose of this study was to investigate the relationship between shared leadership, performance, and team affect across two communication-medium conditions: face-to-face and virtual interactions. After completing the “Lost-at-Sea” (Nemiroff & Pasmore, 1975) exercise, undergraduate students in leaderless teams (N = 75) of three reported their experiences and evaluated team members’ interactions and behaviors. Based on the functional leadership theory (McGrath, 1962), shared leadership was described by task and socio-emotional behaviors, and measured through social network analysis. Regression analysis revealed shared leadership’s positive influence on group affect and the condition’s impact on objective standards of performance. A follow-up mediational analysis revealed that team affect had a significant impact on the relationship between shared leadership and decision time. Additionally, post hoc analysis revealed that the level of shared leadership was higher in face-to-face teams, compared to teams in the computer-mediated condition. A discussion of the results and implications for practice are provided. In conclusion, this study highlights the importance of using shared leadership teams in modern organizations. M.S. in Industrial / Organizational Psychology, December 2013 Show less
