Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address (...) this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of “us” in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team’s effectiveness, while also enhancing team members’ health and well-being. (shrink)

Leadership has been shown to be a fundamental factor influencing the performance of sport teams. Within these teams, leadership can be provided by coaches, formal athlete leaders, such as team captains, and other ‘informal’ athlete leaders. The role of the athlete leader in a team, either formal or informal, has been consistently reported over the last 10 years to have a significant impact upon a teams’ functioning and effectiveness, as well as teammates’ general health and mental wellbeing. As such, cultivating (...) the provision of this leadership within a team has emerged as an important focus for managers, coaches, sport psychologists and scholars alike. While the recognition of the importance of athlete leadership is well established, there has been a lag in the development of systematic approaches to enhance and develop the leadership skills and capabilities of the athletes within sport teams. As a result, this paper seeks to review contemporary examples and current understanding of approaches to athlete leadership development. The paper will also highlight future areas for research and applied practice development. (shrink)

There seems to be some initial evidence that team captains are selected based on non-leadership factors such as team tenure, technical abilities, being the daughter of the club president, or playing position. This is concerning since players expect their ideal team captain to have superior motivational and social skills. Adding to this literature on captain selection, the present study investigates relationships between the reasons for which team captains are selected and their perceived leadership quality; and perceived acceptance. To accomplish this, (...) we recruited 450 coaches and 198 players from Flemish football and volleyball teams. Participants evaluated 41 reasons on the extent to which they played a role in the selection of their team captain. Additionally, participants rated their team captain’s leadership quality and level of acceptance. The results consistently indicated that captains who were selected for having good motivational and social competencies were given higher ratings on perceived leadership quality and acceptance by participants. In conclusion, athletes who are motivated, good at motivating others and have superior social skills tend to be better suited for captaincy than those selected based on non-leadership factors. (shrink)