Shared leadership and shared vision as predictors for team learning process, synergy and effectiveness in healthcare industry

This study focus on the extent to which shared leadership and shared vision function, as observed in a nursing team, affect performance as mediated by team learning processes: group potency, group cohesiveness and group conflict. Previous research has acknowledged the positive influence that shared vision and shared leadership have on team performance. However, the mechanisms on the linkage of shared vision within a shared leadership structure on team learning processes and performance has not been fully explored. The data obtained from 158 nurse teams reveals a partial mediation model in which shared leadership explains performance through learning processes and a direct relationship of shared vision on shared leadership and learning process.