A Matter of Emotions and Trust: Impact of Shared leadership on Organisational Performance

The aim of this study is to generate more evidence on the significant effect that the constructs of social and emotional capitals as well as shared leadership have on organisational performance. Furthermore, the purpose of this study is to augment the research on shared leadership that is still in its developing stages. An emotionally mindful leader enhances organisational performance and behaviour due to the prevailing climate of trust. Positive emotions can reduce absenteeism, improve levels of effort, health and energy, all of which influence the levels of performance. The methodology in this study is centred on the pragmatic paradigm. An adapted version of the Anderson et al (2008) questionnaire was disseminated in an Information Technology company. This case study endeavours to ascertain how leadership self-efficacy might influence shared leadership and affect organisational performance in this SME. This study includes the premise that managers who have self-reported ratings for the self-efficacy leadership attributes cluster will demonstrate a higher probability of improving both perceived and actual employee performance. The results of this study demonstrate that emphasis seems to be positioned on the problem-solving attributes cluster of leadership self-efficacy. These attributes may have a positive impact on the organisational performance as a whole. A limitation of this research is the case study. This study is of added value for both scholars and organisations in the current knowledge economy.