An approach-inhibition model of shared leadership: the effect of vertical leader’s multi-source power

Abstract

PurposeDrawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.Design/methodology/approachMulti-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.FindingsThis study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.Originality/valueThis study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.