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

DOI:10.1002/hrdq.21495
Authors:
Soo Jeoung, Crystal Han at Yonsei University
Soo Jeoung, Crystal Han
Jeong‐Ha Yim
Jeong‐Ha Yim
Jeong‐Ha Yim
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Jihye Oh at Texas A&M University
Jihye Oh
Kibum Kwon at Texas A&M University-Commerce
Kibum Kwon
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Abstract and Figures

We 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.
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EMPIRICAL RESEARCH QUALITATIVE
Why do employees welcome or refuse shared
leadership?: A qualitative exploration through
force-field analysis
Soo Jeoung Han
1
| Jeong-Ha Yim
2
| Jihye Oh
3
|
Kibum Kwon
4
| Joonghak Lee
5
1
Graduate School of Education, Yonsei
University, Seoul, South Korea
2
Academic Unit of Human Resource
Development School of Humanities and Social
Science, Al Akhawayn University, Ifrane,
Morocco
3
School of Business and Management, Azusa
Pacific University, Azusa, California, USA
4
Department of Higher Education and
Learning Technology, Texas A&M University-
Commerce, Commerce, Texas, USA
5
College of Business, Gachon University,
Seongnam-si, Gyeonggi-do, South Korea
Correspondence
Soo Jeoung Han, Graduate School of
Education, Yonsei University, 50 Yonsei-ro,
Sinchon-dong, Seodaemun-gu, Seoul, South
Korea.
Email: soojeounghan@yonsei.ac.kr
Funding information
Boise State University and Yonsei University,
Grant/Award Number: 2021-22-0027
Abstract
We 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 seek-
ing to cultivate shared leadership in the South Korean
context. We also discuss the study's limitations and potential
directions of inquiry for future researchers.
KEYWORDS
leadership development, organizational development, shared
leadership, South Korean business context, team development
All authors contributed equally by demonstrating shared leadership, therefore we share the first authorship.This article was submitted, reviewed, and
accepted by the previous editorial team under the editorship of Dr. Thomas Reio.
DOI: 10.1002/hrdq.21495
© 2023 Wiley Periodicals LLC.
Human Resource Development Quarterly. 2023;1–23. wileyonlinelibrary.com/journal/hrdq 1
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