Why do employees welcome or refuse shared leadership?: A qualitative exploration through force‐field analysis

Abstract

AbstractWe explored the perceptions of individuals in teams (both leaders and members) regarding shared leadership in the South Korean business context, seeking a nuanced and unique understanding of shared leadership. We examined how shared leadership in team‐based structures develops and functions. Informed by the driving and restraining forces framework, we elucidate factors that facilitate and that impede shared leadership practice and implementation. The analysis uses semi‐structured interviews with seven teams that each consist of one team leader and two team members. Findings include the four essential elements of shared leadership and the identification of the driving and restraining forces for why employees and managers welcome or refuse to accept shared leadership. We present strategies for human resource development (HRD) professionals seeking to cultivate shared leadership in the South Korean context. We also discuss the study's limitations and potential directions of inquiry for future researchers.