在日趋复杂和动态变化的环境下，企业中团队任务的复杂性不断提升，对团队成员的创造性和自主性提出了更高的要求。为充分发挥团队成员的能力，团队就需要有更加灵活的领导结构，共享领导的需求应运而生。目前，有关共享领导对团队过程及团队结果的影响存在一定的分歧：部分研究结论表明，共享领导会提升团队的互动水平，增加成员投入与合作意愿，对团队绩效产生积极影响；也有部分研究指出，共享领导会通过一些过程变量，如团队权力争夺、人际责任压力等对团队绩效产生消极影响。在企业管理实践的过程中，团队效能感和团队冲突这两个变量的重要性比较明显，是成员进入团队后容易感知到的两种团队特征，它们都会对团队效能产生影响。因此，本研究引入了团队效能感和团队冲突这两个共享领导研究中关联度较高的变量，同时探索它们在共享领导与团队绩效之间的中介作用，并希望明确两条中介路径在方向和效应值上的差异。

研究采用线上问卷的研究方法，在预研究阶段通过量表信效度检验，对测量问卷进行了比较和筛选。正式研究采集了75个真实团队数据，通过统计分析，得到以下的结果和结论：

共享领导与团队绩效的正向关系显著，表明共享领导对团队绩效产生了积极影响；

团队效能感在共享领导与团队绩效之间的中介效应显著，共享领导通过团队效能感的提升对团队绩效产生正向影响；

团队关系冲突在共享领导与团队绩效之间的中介效应显著，共享领导通过关系冲突的缓解进而正向影响了团队绩效；

在双中介模型检验中，团队效能感和团队关系冲突起到了完全的中介作用，表明这两个过程变量在共享领导的影响机制方面发挥了重要作用；中介效应比较发现，团队效能感的中介效应强于团队关系冲突，表明团队效能感在共享领导对团队绩效的积极影响中发挥了更加重要的作用。

In an increasingly complex and dynamic environment, the complexity of team tasks in enterprises continues to increase, posing higher requirements for the creativity and autonomy of team members. In order to fully leverage the abilities of team members, a more flexible leadership structure is needed, and the need for shared leadership arises. At present, there is some disagreement on the impact of shared leadership on team processes and outcomes: some research conclusions indicate that shared leadership can enhance team interaction, increase member engagement and willingness to cooperate, and have a positive impact on team performance; Some studies have also pointed out that shared leadership can have a negative impact on team performance through process variables such as team power struggle and interpersonal responsibility pressure. In the process of enterprise management practice, the importance of two variables, team efficacy and team conflict, is relatively obvious. They are two team characteristics that members can easily perceive after entering the team, and they both have an impact on team efficacy. Therefore, this study introduced two highly correlated variables, team efficacy and team conflict, in the study of shared leadership, and explored their mediating role between shared leadership and team performance.

The study adopted the research method of online questionnaires, and compared and screened the measurement questionnaires through the reliability and validity test of the scale in the pre study stage. The formal study collected data from 75 real teams, and through statistical analysis, the following results and conclusions were obtained:

(1) The positive relationship between shared leadership and team performance is significant, indicating that shared leadership has a positive impact on team performance;

(2) Team efficacy has a significant mesomeric effect between shared leadership and team performance, and shared leadership has a positive impact on team performance through the promotion of team efficacy;

(3) Team relationship conflict has a significant mesomeric effect between shared leadership and team performance. Shared leadership has a positive impact on team performance through the alleviation of relationship conflict;

(4) In the double mediation model test, team efficacy and team relationship conflict played a complete mediating role, indicating that these two process variables played an important role in the influence mechanism of shared leadership; The mesomeric effect comparison found that the mesomeric effect of team effectiveness was stronger than team relationship conflict, indicating that team effectiveness played a more important role in the positive impact of shared leadership on team performance.