DETERMINANTS OF SHARED LEADERSHIP AS A SOURCE OF PERFORMANCE OF WORK TEAMS IN COMPANY

ABSTRACT The purpose of this paper is to investigate the influence of shared leadership on team performance. The descriptive research is based on primary data collected with the help of a structured questionnaire from 231 respondents in IT companies chosen through non-probability convenience sampling. The collected data were treated by structural equation analysis using AMOS software. The results of the empirical study revealed that only the practice of recognition, decentralization of decisions, and information sharing positively affect shared leadership. Moreover, shared leadership positively influenced team performance. Findings also show that skills development is not correlated with shared leadership. The document raises awareness among companies and their employees about the vital role of shared leadership by explaining, on the one hand, the effect of certain human resources practices on shared leadership, and on the other hand, the impact of shared leadership on team performance. The paper sheds new light on the gaps in research by highlighting the effect of human resources practices associated with the High-Involvement Management model, namely information sharing, skills development, recognition and decentralization of decisions, on the dynamics of influence within work teams in IT environments. Keywords- Shared leadership, Team performance, High -involvement management, IT companies.