Shared leadership and shared vision as predictors for team learning process, synergy and effectiveness in healthcare industry

Apichai Somboonpakorn and Sooksan Kantabutra

International Journal of Innovation and Learning, 2014, vol. 16, issue 4, 384-416

Abstract: This study focus on the extent to which shared leadership and shared vision function, as observed in a nursing team, affect performance as mediated by team learning processes: group potency, group cohesiveness and group conflict. Previous research has acknowledged the positive influence that shared vision and shared leadership have on team performance. However, the mechanisms on the linkage of shared vision within a shared leadership structure on team learning processes and performance has not been fully explored. The data obtained from 158 nurse teams reveals a partial mediation model in which shared leadership explains performance through learning processes and a direct relationship of shared vision on shared leadership and learning process.

Keywords: shared leadership; shared vision; innovation; team learning process; group potency; group cohesiveness; group conflict; team effectiveness; team synergy; healthcare management; nursing teams. (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://www.inderscience.com/link.php?id=65545 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijilea:v:16:y:2014:i:4:p:384-416

Access Statistics for this article

More articles in International Journal of Innovation and Learning from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().