This research seeks to integrate traditional formal leadership structures and emerging shared leadership approaches to team leadership to examine how they jointly relate to innovative outcomes in teams. To reconcile contradictory theory and research that views formal leadership as both beneficial and detrimental to informal leadership, we take a contingency-based approach and hypothesize and find that a designated, nominal formal leader is positively related to shared leadership emergence when role ambiguity is high. Additionally, high role ambiguity enhances the indirect effect of designated formal leadership on team innovation via shared leadership. Alternatively, low ambiguity neutralizes the effect of designated formal leadership on shared leadership and the indirect effect on team innovation via shared leadership. These findings help to address conflicting perspectives regarding the linkage of formal leadership and shared leadership and their respective influence on team innovation.

这项研究旨在将传统的正式领导结构和新兴的共享领导方法整合到团队领导中，以研究它们如何与团队创新成果联合起来。为了调和矛盾的理论和研究，将正式领导视为对非正式领导既有益又有害，我们采用基于权变的方法并进行假设，发现当角色歧义很高时，指定的名义上的正式领导与共享领导的出现正相关。此外，高度的角色歧义性通过共享领导提高了指定正式领导对团队创新的间接影响。另外，低歧义性会抵消指定的正式领导对共享领导的影响，以及通过共享领导对团队创新的间接影响。