The relationship between self-leadership and shared leadership on team performance

Abstract

Team performance is a building block for success in schools, organisations and the economy. It is positively impacted by self-leadership and shared leadership. Selfleadership impacts teams and their performance. Shared leadership is a team of knowledge workers who interactively impact team performance. Both self-leadership and shared leadership positively affect outcomes. The research aim was to determine whether a relationship existed between team performance, self-leadership and shared leadership. A greater understanding of selfleadership and shared leadership, and the impact they have on team performance, will assist employees to reach predetermined goals. Quantitative research was used to analyse the two hypotheses by measuring the relationships. Surveys were used to measure the respondents perceptions of team performance, self-leadership and shared leadership within a time frame. Cross-sectional data was collected from 100 employees from private schools in Pretoria. To measure validity and reliability of the measurement scale factor analysis was used, while multiple regression was used to determine whether a significantly predictive relationship existed between the variables. Empirical evidence suggested that a significantly predictive relationship exists between team performance, self-leadership and shared leadership. This research contributes towards private schooling literature by the determined impact that self-leadership and shared leadership has on team performance.