In the context of the organizational crisis caused by COVID-19, scholars and professionals have focused on factors that help employees stay at their jobs and perform well. In an uncertain era, grit is a significant employee and organizational sustainability trait. Using 890 responses, this study determined how grit affects organizational performance and used contingencies including supportive climate and transformational leadership as moderators. The hypotheses were tested by examining the relationship between grit and organizational performance and the moderating effects of supportive climate and transformational leadership. Further, these hypotheses were supported by confirmatory factor analysis, PROCESS macro analysis, and bootstrapping. Grit was found to be positively associated with organizational performance; meanwhile, supportive climate and transformational leadership strengthen the relationship between grit and performance. Both theoretical and practical implications of the findings are discussed. This study makes a theoretical contribution through its assessment of the impact of grit on organizational performance. Trait activation theory can explain how grit can be expressed through organizational climate and leadership. With regard to practice, grit can be used as a vital factor for personnel selection and a supportive climate should be provided to ensure a desirable organizational climate.

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We explored the perceptions of individuals in teams (both leaders and members) regarding shared leadership in the South Korean business context, seeking a nuanced and unique understanding of shared leadership. We examined how shared leadership in team‐based structures develops and functions. Informed by the driving and restraining forces framework, we elucidate factors that facilitate and that impede shared leadership practice and implementation. The analysis uses semi‐structured interviews with seven teams that each consist of one team leader and two team members. Findings include the four essential elements of shared leadership and the identification of the driving and restraining forces for why employees and managers welcome or refuse to accept shared leadership. We present strategies for human resource development (HRD) professionals seeking to cultivate shared leadership in the South Korean context. We also discuss the study's limitations and potential directions of inquiry for future researchers.

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