A study on the antecedents of team members' shared leadership competencies: from the perspective of interpersonal...

In today's era of technology, shared leadership offers a flexible and adaptive model to address the increasing complexity of business operations. Shared leadership competency-team members' ability to effectively enact shared leadership-is essential for its development. From an interpersonal interaction perspective, this study explores the antecedents of shared leadership competency. Using a two-wave survey (2-week interval) in which 411 team members (nested in 104 teams) and their 104 team leaders provided matched questionnaires, multilevel regression of the member-reported measures shows that leader-member exchange (LMX; β = 0.42, p < 0.001) and team-member exchange (TMX; β = 0.59, p < 0.001) both positively predict shared leadership competency, and that team learning goal orientation (TLGO) strengthens both relationships (LMX × TLGO: β = 0.18, p < 0.001; TMX × TLGO: β = 0.09, p < 0.05). By integrating both exchange relationships and a team-level learning goal orientation, this study clarifies the interpersonal mechanisms through which shared leadership competency develops and offers concrete levers-high-quality exchange relationships and a learning-oriented climate-for organizations seeking to cultivate shared leadership.