The Reciprocity of Shared and Empowering Leadership

Leadership has mostly been considered as an unidirectional process centered on leaders influencing their followers. However, recent theoretical developments indicate that followers may also have impact formal leader. In this pre-registered study, we investigate the interplay between shared leadership and team (i.e., empowering leadership). We predict interpret team’s investment to reach for common goals. Accordingly, effort should improve social exchange relationship with team, reflected in higher trust which turn increase behavior of Further, assume indirect relation is first-stage moderated by leader self-efficacy. tested our assumptions a longitudinal study 721 members nested 169 teams. Results from Bayesian cross-lagged panel modeling support assumed mediation effect, while pointing reverse effect leadership. The moderation was not supported. This provides insights about dynamic reciprocal Our findings underline do perceive threat, but rather value decision latitude.