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.

Despite the importance of corporate foresight for innovation management, scholars have yet to identify the organisational processes through which corporate foresight influences a company’s innovativeness. Drawing on the resource-based view and dynamic capabilities theory, we developed a model and posited that the effect of corporate foresight on innovativeness is mediated by organisational learning, while the relationship between corporate foresight and organisational learning is moderated by integrative capabilities. We conducted an empirical study in the manufacturing industry and found support for the study model, in which the indirect effect of corporate foresight on innovativeness through organisational learning was conditional on the level of integrative capabilities. This study has theoretical and practical implications for a more nuanced understanding of corporate foresight and its effect on innovation management.

This study examines charismatic attributions among peers within the informal leadership emergence process. We built and tested the theory with a longitudinal sample of 123 teams. Using an identity negotiation framework, we examined the processes by which individuals came to be perceived as charismatic by both teammates and themselves. We found that individuals engaged in self-verification, which caused their teammates to perceive them as they perceived themselves, while the collective team engaged in appraisal and influenced individual teammates to perceive themselves as the team did. Our findings suggest that these processes are stronger when initial perceptual differences are high and when the identity negotiation process aims at yielding a highly charismatic identity or reputation.