Keywords: Shared Leadership; Team Performance; Inter-Organizational Alliances; Group Collaboration.
This paper investigates the relationship between shared leadership and perception of team performance in 13 inter-organizational governing teams. It also investigates whether stability of the alliance and expectation of continuing the collaboration moderate the relationship. The survey took place in two waves: shared leadership was measured at T1 and perception of team performance at T2, 18 months later. Results show that shared leadership negatively predicts perception of team performance, especially in newly established teams/alliances and in those that do not intend to continue the collaboration, while it has a positive effect on teams that already collaborated in the past and that intend to continue their collaboration.