数字经济时代，伴随着数字技术迅猛发展，一方面，团队正式领导者越来越难以掌握解决复杂问题所需的全部专业知识和领导技能，仅仅依靠个人履行团队所有的领导职能变得不再现实；另一方面，员工素质的提升、工作诉求和成长意愿的变化，使得团队成员对自身职业发展的期望越来越多元，更倾向于体验多样化的工作角色。团队中自下而上涌现的非正式集体领导模式——共享式领导正逐渐成为团队领导力的发展方向。

尽管共享式领导在研究领域受到越来越多的关注，但梳理现有成果发现，还需从共享式领导的影响因素、共享式领导通过情感机制对团队绩效的作用、共享式领导对团队成员行为的作用机制方面进一步探讨。基于以上目的，本论文在系统回顾共享式领导文献资料的基础上，采用理论与实证研究相结合的方法开展了三项研究，不仅拓展了共享式领导研究，还为完善组织管理，优化团队建设，促进员工成长提供了理论指导和管理启示。本论文开展研究的具体情况如下：研究一：基于社会交换理论和角色理论，通过对107个团队的457名成员在两个时间点的调查数据进行配对和分析，探讨了共享式领导的影响因素。研究二：通过对100个团队401名成员在两个时间点的调查数据进行配对和分析，从情感视角探讨了共享式领导对团队绩效的影响。研究三：通过对113个团队482名成员在两个时间点的调查数据进行配对和分析，探讨了共享式领导对个体主动变革行为的跨层影响。

研究结果发现：（1）团队人格特质组成经由团队成员交换正向预测共享式领导。其一，关系导向人格特质组成和任务导向人格特质组成对共享式领导都有显著正向影响，关系导向人格特质组成的影响更大。其二，团队成员交换对共享式领导有正向影响，并且完全中介团队人格特质组成对共享式领导的作用。其三，内部整合导向的组织文化和外部适应导向的组织文化在团队成员交换对共享式领导的影响过程中都具有调节作用，内部整合导向的组织文化调节影响更强。（2）共享式领导通过团队积极情感基调对团队绩效产生正向影响。团队积极情感基调具有部分中介作用，且共享式领导对团队积极情感基调的影响大于对团队绩效的影响。（3）环境不确定性对共享式领导在团队层面影响的调节作用不显著。（4）共享式领导通过角色宽度自我效能感正向预测个体主动变革行为。角色宽度自我效能感具有部分中介作用，且共享式领导对角色宽度自我效能感的影响大于对主动变革行为的影响。

本论文在以下三个方面具有一定创新性。第一，以整合视角考察了共享式领导的影响因素，提出共享式领导的形成是团队层面的静态因素（团队人格特质组成）和动态因素（团队成员交换），以及团队内部因素（人格特质组成和成员交换）和外部因素（组织文化）共同作用的结果，丰富了共享式领导前因变量和形成机制的研究。第二，从情感视角考察了共享式领导在团队层面的影响，证明共享式领导对于团队过程变量的影响更强，拓展了对于共享式领导在团队内部所激发的一系列积极产出的全面认知。第三，考察了共享式领导对于个体行为的影响，揭示出共享式领导能够显著预测个体主动变革行为，丰富了共享式领导作用效果的研究。

In the era of digital economy with the rapid development of digital technology, it is increasingly difficult for formal team leaders to master all the professional knowledge and leadership skills required to solve complex problems, so it becomes increasingly harder for an individual to perform all the leadership functions of the team; while the improvement of employees’ quality, the change of work demands and growth intentions make team members have more diverse expectations for their own career development, who are more inclined to experience various roles. Shared leadership, which emerged from the bottom to the top, is gradually becoming the future direction of team leadership.

Shared leadership has received increasing attention in the field of research, but reviewing and summarizing the existing research findings on shared leadership, the following aspects need to be further explored: the integrated influencing factors, the influence on team performance through emotional mechanism, the influence mechanism on the individual behavior. Therefore, this paper based on a systematic review of the literature on shared leadership, carried out three studies using the method of combining theoretical and empirical research, which not only expand the research on shared leadership, but also provided theoretical guidance and management inspiration for improving organizational management, optimizing team building, and promoting employee growth. Specifically, the research carried out in this paper includes: Study 1 discussed the influencing factors of shared leadership through the matching and analysis of the survey data of 457 members from 107 teams at two time points, based on the social exchange theory and role theory; Study 2 discussed the impact of shared leadership on team performance from an emotional perspective by pairing and analyzing the survey data of 401 members from 100 teams at two time points; Study 3 explored the cross level impact of shared leadership on individual’s taking charge behavior from the perspective of motivation by pairing and analyzing the survey data of 482 members from 113 teams at two time points.

The findings are as follows: Firstly, team personality composition positively predicts shared leadership through team-member exchange：a) the relationship-oriented and the task-oriented personality compositions have significant positive effects on shared leadership, and the former has more influence; b) team-member exchange has a positive effect on shared leadership, and completely mediate the influence between team personality composition and shared leadership; c) both the internal integration-oriented organization culture and the external adaptation- oriented organization culture have moderating effect in the process of team-member exchange’s effect on shared leadership, and the former shows more influence. Secondly, shared leadership has a significant positive effects on team performance through team positive affect tone, which has a partial mediating effect, and the shared leadership has more influence on team positive affect tone than on team performance. Thirdly, the moderating effect of environmental uncertainty is not significant. Fourthly, shared leadership positively predicts individual’s taking charge behavior through role breadth self-efficacy, which has a partial mediating effect. Shared leadership has more influence on role breadth self-efficacy than on taking charge behavior.

This paper is innovative in the following three aspects. Firstly, this paper examines the influencing factors of shared leadership from an integrated perspective, and proposes that the formation of shared leadership is the result of the combined effects of static factors (team affect composition), and dynamic factors (team-member exchange), and internal factors (personality affect composition and member exchange) as well as external factors (organizational culture), which enriches the research on the antecedents and formation mechanism of shared leadership. Secondly, this paper examines the influence mechanism of shared leadership at the team level from the perspective of emotional mechanism, proves that shared leadership has a stronger effect on the team process variables, and expands the overall understanding of a series of positive outputs inspired by shared leadership within the team. Thirdly, this paper examines the effect of shared leadership on individual behavior, reveals that shared leadership significantly predicts individual’s taking charge behavior, and contributes to the research on the effect of shared leadership.