The purpose of this paper is to explore the influencing mechanism of shared leadership (SL) on taking charge behavior (TCB) based on cognitive–affective system theory. Specifically, the current study intends to build a model of perceived insider status and emotional intelligence that mediate the relationship between SL and TCB from a dual cognitive–affective perspective. Further, given the nature of SL that develops through social interactions, we propose and examine the moderating role of social media use in the relationship between SL and TCB. We used multilevel and multi-sourced data to test the theoretical model and used a social network approach to measure SL in teams. Our findings provide a significant contribution to the literature in that this paper shows perceived insider status and emotional intelligence as a crucial dual mediating mechanism through which SL influences TCB and affords fresh thoughts for IT-related contextual conditions.

Much organisational decision-making is embedded in hierarchical structures and leadership, even though hierarchies are limited in how they deal with increasingly complex issues. This paper explores links between identity formation, and the subsequent development of shared leadership. It explores how a programme to develop shared leadership changed a public science organisation, from one dependent on hierarchical leadership, to one that also used shared leadership to better address the complex public context. Using Day and Harrison’s levels of leadership identity framework, this study first examines the processes of a development programme at individual, relational, and collective levels. Results reveal cascading growth in leadership identities through processes such as job crafting and contagion. Despite the resulting positive processes, inherent paradoxes of power, goals, and attitude underlying shared leadership development are also identified. Within these paradoxes, tensions between vertical hierarchy versus dispersed networks, task performance versus job crafting, fatigue versus revitalisation, and cynicism versus evangelism were found.

Digital technologies have created the potential for new forms of organizing among geographically dispersed individuals by connecting their ideas across the time and space in complex multiteam systems (MTSs). Realizing this potential requires novel forms of shared leadership structures to shepherd divergent and convergent thinking necessary to nurture innovation. While there is limited research on how space influences leadership and how the time influences leadership, there is virtually no theorizing on how space and time interact together to influence the emergence of shared leadership structures that facilitates innovation. A key contribution of this study is to utilize an agent-based model (ABM) that draws upon the research on leadership, networks, and innovation to specify generative mechanisms (or micro-processes) through which shared leadership structures emerge over space and time. The parameters in this model were estimated from empirical data. Results of virtual experiments (VE) yielded testable hypotheses suggesting that, over time, leadership capacity and between-team ties are negatively influenced by space. Furthermore, the computational model suggests that space increases the concentration of divergent leadership but decreases the concentration of convergent leadership. The study concludes by discussing the implications for the design of effective leadership structures to nurture innovation in MTSs.