Shared leadership strengthens project team resources but requires clear roles 

According to a doctoral dissertation by Marion Karppi, Lecturer and Research Group Leader at Turku University of Applied Sciences (Turku UAS), shared leadership can enhance work-related resources, learning, and collaboration within project teams. However, it may also increase workload if roles and project goals are not clearly defined. The study highlights the importance of evaluating project success not only through outcomes but also through the experiences of the people involved. 

Marion Karppi’s doctoral dissertation examines the emergence, development, and effects of shared leadership in project teams. The research is based on the Shared leadership in project teams project, funded by the Finnish Work Environment Fund and conducted in collaboration with six organisations. The project focused on studying and developing project management practices and project team operations. 

Karppi served as the project manager for Turku UAS and currently leads the research group New Ways of Promoting Performance at Turku UAS. 

The research topic originated from an inspiring discussion Karppi had with Teppo Neuvonen, leader of the Industrial Management Research Group, during an event organised by the Turku UAS Doctoral Accelerator. 

“I wanted to gain a deeper understanding of what happens between project team members at different stages of a project and what factors strengthen employees’ sense of belonging and the meaningfulness of their work. Shared leadership offers one perspective on how teams function and how team members adapt to the everyday challenges of project work,” Karppi says. 

Leadership emerges through interaction 

Shared leadership refers to situations in which a team member temporarily assumes a leadership role in matters concerning the team. Rather than being exercised by a formal supervisor, it is an informal form of leadership that emerges through interaction among team members. Leadership can therefore shift during the lifecycle of a project and is not solely defined by the actions of the project manager. 

According to the study, shared leadership is often triggered when the normal flow of project work is disrupted. Such situations may include approaching deadlines, important project milestones, or unexpected changes, such as a prolonged absence of the project manager or changes in the operating environment. 

For example, a project team member may realise shortly before a major milestone that their efforts have been focused on the wrong issue. In such a situation, an experienced team member may take responsibility for correcting the course and guiding the team back towards a common goal.

Shared leadership increases both resources and demands 

The study involved interviews with project managers and project team members and followed project teams over a one-year period through survey research. 

The findings show that shared leadership can strengthen project teams’ resources in several ways. Participants reported increased optimism, self-efficacy, learning, professional growth, and job satisfaction. Social relationships within teams were also strengthened. 

At the same time, the study identified potential drawbacks. In particular, unclear roles or goals can increase workdemands. If shared leadership continues for extended periods without sufficient clarity and structure, it may contribute to hinderance demands. 

The research also found that besides events, team members’ competence, experience, and shared understanding of project goals are prerequisites for the emergence of shared leadership. In addition, clearly defined roles were strongly associated with shared leadership development. 

Findings can support the development of project work and workplace wellbeing 

According to Karppi, the study’s central message concerns the importance of shared leadership in project work. When implemented effectively, shared leadership can strengthen collaboration, foster enthusiasm, promote learning, and improve job satisfaction. 

The best results are achieved when leadership is not only the responsibility of one individual but a shared resource for the entire team.

The study provides new insights into how project teams can be supported in ways that enhance both productivity and employee wellbeing. The findings improve understanding of how leadership emerges within teams, what situations trigger it, and what consequences it has for employees and work communities.