FROM LEADERSHIP SHARING TO WELL-BEING: WHY TASK INTERDEPENDENCE MATTERS

Abstract

It is a well-established fact that shared leadership plays a crucial role in achieving various organizational outcomes including organizational commitment. However, the role played by task interdependence in this association needs to be explored. For enhancing productivity for organizational outcomes, the impact of this interaction with employee wellbeing must also be studied. Thus, the aim of this research was to study the impact of shared leadership on organizational commitment and wellbeing, with mediating role of psychological capital and moderating role of task interdependence. The sample of this study was Pakistani Nongovernmental Organizations (NGO’s). Convenience sampling technique was used for data collection from 290 individuals. Data was collected online in google forms by contacting potential participants through email. Participants filled the questionnaires in google forms anonymously. After cleaning, data was transferred to Statistical Package for Social Sciences-20 (SPSS-20) and Mplus 7.11. Along with descriptive statistics and correlational analysis in SPSS-20), Full Structural equation modeling (SEM) was performed in Mplus. Correlation analyses indicated significant relationship between shared leadership, psychological capital, task interdependence, organizational commitment and wellbeing. The final SEM model indicated that psychological capital mediated the relationship of shared leadership with organization commitment and wellbeing although the path from shared leadership to psychological capital was insignificant. Task interdependence served as a significant moderator in SEM. The study results suggests that task interdependence is an important factor in understanding the influence shared leadership will have on organizational commitment and employee wellbeing. The results are discussed in the thesis with reference to the existing literature along with this study’s limitation and implications.