Purpose: This study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approach: Multi-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.Findings: A high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implications: By focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/value: This study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

This study examined how internal organizational factors and external environmental pressures influenced safety behaviors. First, it was hypothesized that safety leadership would had a positive influence on employees' safety behaviors. Additionally, it was predicted that the relationship between safety leadership and safety behavior would be moderated by safety culture, an internal organizational factor, and the recognition of institutional pressure regarding safety, an external environmental factor. To explore these relationships, a cross-level analysis was conducted. While safety leadership and safety behavior were analyzed at the individual level, safety culture and the recognition of institutional pressure were analyzed at the organizational level. A total of 119 companies, 119 top executives, and 639 employees participated in the survey. The analysis revealed that safety leadership had a significantly positive influece on safety behavior. While safety culture did not moderate the relationship between safety leadership and safety behavior, it was found to directly influence safety behavior. On the other hand, institutional pressure regarding safety was found to strengthen the relationship between safety leadership and safety behavior. Based on these findings, theoretical and practical implications were discussed.

This study aimed to examine the effectiveness of leadership in the context of safety. Specifically, we predicted when top management team(TMT) demonstrated safety leadership, it would have a positive influence on the safety performance. Additionally, we predicted that the relationship between the TMT's safety leadership and safety performance would be mediated by the safety management system. Specifically, we anticipated that the TMT's safety leadership would positively affect the safety management system, which in turn would enhance safety performance. Finally, it was expected that the relationship between the TMT's safety leadership and the safety management system would be moderated by institutional pressures. The sample consisted of 119 companies located in Chungbuk. Institutional pressures related to safety were measured from 119 TMT members, while safety management systems and safety performance were assessed by 119 safety managers. Safety leadership was measured through responses from 661 employees. To minimize common method bias, the surveys were conducted with a one-month interval between them. The analysis results revealed that the TMT's safety leadership positively influenced safety performance, and the safety management system partially mediated the relationship between the TMT's safety leadership and safety performance. Additionally, it was found that institutional pressures moderated the relationship between the TMT's safety leadership and the safety management system.