Shared Leadership Practices on the Role of the Employees’ Effectiveness

Recently, the theme of shared leadership (also termed distributed or collective leadership) has emerged in the literature. This theme offers a shift in perspective on leadership from a traditional view of an individual-level phenomenon focusing on the leader as a person and, to a dynamic, and group-level leadership phenomenon (Pearce, 2004). Under conditions of shared leadership, responsibilities are scattered among individual team members (Carson, Tesluk, and Marrone, (2007). This research paper tries to address the problem of the effect of shared leadership on the effectiveness of employees. The methodology of the present research study is questionnaire-based. The questionnaire has been distributed and collected data from the employees working in the organization. A total of 150 questionnaires were distributed. Out of these 150 questionnaires, 133 participants responded to the questionnaire. The findings indicate one of the great qualities of shared leadership, which is prominent in organizational culture. The paper discusses the limitations and scope of future research