Despite the growing popularity of shared leadership, there is little research on how beliefs about the benefits of shared leadership—a shared leadership structure schema (LSS)—affect individual outcomes. We address this by integrating adaptive leadership and conservation of resources theories. We apply adaptive leadership theory to hypothesize that a shared LSS leads individuals to support shared leadership by interacting more frequently and taking on interpersonal responsibility, especially when low peer engagement signals a leadership void that shared LSS members try to fill. However, adaptive leadership theory does not discuss how the tendencies motivated by shared LSS impacts members’ outcome. Therefore, we apply conservation of resources theory to hypothesize that taking on interpersonal responsibility makes frequent interactions more stressful, thereby harming individual enjoyment. Further, the demands of interpersonal responsibility reduce members’ ability to process the information acquired in interactions, which negates interaction frequency’s usual performance benefits. Together, these theories suggest that, especially when peer engagement is low, shared LSS has a negative indirect effect on enjoyment and an attenuating effect on performance through interaction frequency due to shared LSS members taking on interpersonal responsibility. We test our model using five waves of multisource data on student consulting teams. Our results extend understanding of shared LSS’s consequences to the individual level and highlight potential costs of supporting shared leadership.

尽管共享领导力越来越受欢迎，但是关于共享领导力益处的信念（共享领导结构架构（LSS））如何影响个人成果的研究很少。我们通过整合自适应领导力和资源保护理论来解决这一问题。我们采用适应性领导理论来假设共享的LSS会通过更频繁地互动和承担人际责任来领导个人支持共享的领导，特别是当同龄人参与度低时，表明共享LSS成员试图填补的领导空缺。但是，适应性领导理论并未讨论共享LSS激发的趋势如何影响成员的结果。所以，我们运用资源节约理论来假设承担人际责任会使频繁的互动变得更加压力，从而损害个人的享乐。此外，人际责任的要求降低了成员处理在交互中获取的信息的能力，这抵消了交互频率的通常绩效收益。这些理论加在一起表明，尤其是当同龄人参与度较低时，由于共享的LSS成员承担人际责任，共享的LSS对娱乐产生了负面的间接影响，并通过交互频率对绩效产生了衰减作用。我们使用五次学生咨询团队的多源数据浪潮来测试我们的模型。