DOES ANXIETY AFFECT SHARED LEADERSHIP? A CASE STUDY ON THE SHARED LEADERSHIP PRACTICES OF A PENTECOSTAL DENOMINATION

This study investigates the interplay between anxiety and shared leadership within the organizational structure of a Pentecostal denomination, focusing on its One Team initiative. This qualitative case study examines how anxiety and self-differentiation affect leadership dynamics and team interactions. Using the Bowen family systems theory as a conceptual framework, the research explores organizational clarity, team roles, decision-making, and relational trust. Data collection involved three phases: analysis of organizational artifacts, focus group interviews with One Team members, and individual interviews with executives. Emergent themes included organizational experiences, expressions of anxiety, self-differentiation, commitment to future development, and the importance of training opportunities. Findings highlight the critical need for role clarity, trust-building, and decision-making frameworks to enhance shared leadership practices. Anxiety-related challenges were linked to an organizational restructuring process, unclear authority lines, and remote work environments. This study contributes to the theoretical understanding of shared leadership in faith-based nonprofit organizations, offering practical recommendations for implementing training programs and fostering collaboration. It also emphasizes the role of self-differentiation in mitigating anxiety and promoting effective leadership practices. Future research should expand the examination of shared leadership within diverse organizational contexts and how other Bowen family systems components impact team-member exchanges.