Shared leadership and team creativity: Examining effects of shared leadership level and concentration and the countervailing mechanisms.
研究了共享领导水平（非正式领导关系的密度）和集中度（中心化程度）如何通过信息阐述和地位冲突两种相反机制影响团队创造力，发现高集中度会削弱共享领导水平的正面效果。
Integrating insights from team hierarchy literature and shared leadership research, we propose and test a model that illuminates the positive and negative team processes through which shared leadership relates to team creativity. We use a social network lens to examine both shared leadership level (indexed by team density of informal leadership ties) and shared leadership concentration (indexed by team centralization of such ties). With a sample of 136 work teams and three waves of surveys, we found that shared leadership concentration weakens the positive effect of shared leadership level on team creativity. We explicated the positive and negative mediating roles played by team information elaboration and team status conflict, respectively. Our findings show that shared leadership concentration serves as an enabler or inhibitor on which mediating mechanism is at play, such that when shared leadership concentration is higher, there is a negative indirect effect of shared leadership level on team creativity via team status conflict. By contrast, when shared leadership concentration is lower, shared leadership level has a positive indirect effect on team creativity via team information elaboration. Our work provides nuanced insights into how to maximize the potential benefits of shared leadership in enhancing team creativity. (PsycInfo Database Record (c) 2025 APA, all rights reserved).