Shared Leadership Regulates Operational Team Performance in the Presence of Extreme Decisional Consensus/Conflict: Evidences from Business Process Reengineering

This study focuses on decision-making within operational teams. Grounding our argumentation on group decision-making literature, we argue that adverse behavior patterns may affect the way in which consensus is achieved within the team, and that team performance has an inverted U-shaped relationship with the level of consensus. Then, by relying on leadership literature, we pose the hypothesis that the level of shared leadership inside the group moderates this U-shaped relationship. To empirically test our literature-based argumentation, we use longitudinal data collected in the years 2014 and 2015 from business process reengineering projects, each lasting three months, conducted by 141 maste…