THE IMPACT OF SHARED LEADERSHIP ON TEAM PERFORMANCE: CASE STUDY OF ENTREPRENEURSHIP STUDENT SCHOOL OF BUSINESS AND MANAGEMENT INSTITUTE TECHNOLOGY BANDUNG

• Main Author: Sophia M. Napitupulu, Dinda
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/67035
• Institution: Institut Teknologi Bandung

Entrepreneurship is widely recognized as a key driver of economic growth and the development of entrepreneurship is indeed important for Indonesia's economic development. Increasing the number of entrepreneurs has become a global concern. In Indonesia, the government has responded to this concern by implemented and assimilated entrepreneurship education into Indonesian academic program. Entrepreneurship students at the School of Business and Management ITB have 3 years to get an education where they will be doing a business project. However, the success of each business project is quite low, as evidenced by only 3 or 4 businesses out of 20 that survive and thrive until the end of the program. This is due to the absence of team leadership and the lack of trust and rigid movement of the team resulting in low performance. Using the PLS-SEM, this study investigates the relationship between shared leadership and team performance, and team reflexivity and team trust as mediator variables in student business teams. Shared leadership is one of the important aspects in the formation of a new team, especially for student-based businesses as stated by previous research that shared leadership is very suitable for businesses with team-based formation that no longer apply the hierarchical system. Furthermore, a prior study demonstrated that the concept of shared leadership in teams might be practiced as a key behaviour for enhanced team performance. As a result, the researchers designed a theoretical framework for shared leadership that would have an impact on team performance. The data was collected through an online questionnaire and filled by 146 respondents. Indeed, shared leadership has been recognized as a key factor in successful organizations in learning, reinventing, and achieving. The findings show that the impact of shared leadership has a direct impact on team performance. All hypothesis on this researched is accepted and it supported with the previous research from Noor Ul Hadi and Anum Chaudhary (2021), Drescher et al. (2014) , and Amy M. Morrissette and Jennifer L. Kisamore (2020). In addition, this study shows that team reflexivity and team trust also have a significant and positive relationship to stimulating team performance. To produce good team performance in a team, the factors of shared leadership, team reflexivity, and team trust are important to always be applied and evaluated. So that later the team will be able to easily improve their respective abilities and better coordination in determining responsibilities, a more mutually understood business direction, and making faster decisions. There are various limitations in this study that should be considered in future research. Therefore, the researcher recommends for future researchers to conduct research in other areas. Keywords: Shared Leadership; Team Reflexivity; Team Trust; Team Performance; Student Based Business