How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

Abstract

While there is a burgeoning trend to recognize leadership as an important enabler of new venture development and growth, scant research has explored the performance mechanisms of shared leadership in the entrepreneurial context. Based on the information processing perspective, we propose a moderated mediation model to examine how shared leadership in entrepreneurial teams advance new venture performance by identifying team reflexivity as a pivotal mediator and team boundary spanning as a crucial contingency. The data set from a cross-industry sample of 94 entrepreneurial teams indicated that shared leadership exerts a positive indirect influence on new venture performance via team reflexivity; and team boundary spanning moderates such indirect influence. Finally, how our findings contribute to the entrepreneurship, leadership, team research, and managerial practice are discussed.

Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective

“…Additionally, due to the importance of reflexivity in determining team effectiveness, a theory on the antecedents of team reflexivity is desirable (Knipfer et al, 2018;Li et al, 2018). While several studies have examined the influence of leadership styles on reflexivity (Chen et al, 2020;Lyubovnikova et al, 2017), there is still a lack of studies on the antecedents of reflexivity (Lyubovnikova et al, 2017). Therefore, we extend the reflexivity research by identifying servant leadership as a critical factor influencing team reflexivity and confirming its benefits for ultimate creative performance.…”

New venture top management team's shared leadership and its indirect effect on strategic performance: findings from SEM and fsQCA

“…To survive, new ventures are more concerned about short-term financial performance (Hmieleski et al, 2012;Chen et al, 2020) while neglecting strategic performance that cannot only achieve short-term financial performance, but also sustain a long-term competitive advantage. Importantly, the present study shows that new ventures can promote SP through OR by improving NVTMTSL, especially in a highly uncertain environment.…”

“…A new venture TMT (NVTMT), which includes both entrepreneurial team members and professional managers, is an ideal context within which the benefits of shared leadership are the greatest (Wu et al. , 2020) because this type of team may undermine a new venture's survival and financial performance if the CEO wants to possess absolute leadership authority (Amason, 1996; Chen et al. , 2020).…”

“…At the same time, the majority of recent research exploring the performance implications of shared leadership in new ventures has primarily focused on financial performance, notably return on investment, profitability and market share (Hmieleski et al, 2012;Chen et al, 2020). By contrast, the strategic aspect of performance is largely under-represented; this gap is noteworthy because Rudd et al (2008) have argued that financial indicators capture only part of firm performance, which tends to be short-term orientated, whereas strategic indicators of firm performance measure the long-term and all-inclusive aspects (Shah et al, 2019).…”

The Polycentric Leadership Model – A Circular and Decentralized Approach to Leadership Sociology

“…Continual innovation due to global relations, rapid technological innovation, political disruption, and social shifts [1] highlight that direction, purpose and momentum cannot be generated and sustained solely by an individual and many organizations are adapting by creating shared responsibilities to meet increasing levels of task interdependence [2]. Plural leadership improves team effectiveness and performance and is an important enabler of new venture development and growth [3], [4].…”