Shared leadership and team performance in health care: how intellectual capital and team learning intervene in this relationship

What is it about?

This research aims to examine the role of shared leadership (SL) practices in improving team performance (TP) in healthcare producer organizations by mediating the roles of intellectual capital (IC) and team learning (TL). Conceptual model was proposed utilizing social learning theory and resource-based view theory. The structured questionnaire was administered to respondents of Pakistani healthcare producer organizations using a cross-sectional approach. Data was collected from 23 team leaders and 203 team members from 23 different teams. PLS-SEM was applied to SmartPLS 3.2.9. The findings revealed that SL and IC are positively associated with TP, while TL has no association with TP. Further, SL is positively associated with IC and TL. This study also found that IC significantly mediates between SL and team performance. Still, no mediating role of TL between SL and TP was found. The conceptual model was created using social learning and resource-based view theories. This is an early attempt to examine the role of shared leadership in healthcare-producer organizations. The findings suggest healthcare producer organizations adopt shared leader practices where team members are given a say in decision-making to boost their morale, leading to effective team performance.

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