A Commentary on Choudhury and Maupin (2025): Psychological Safety as a Critical Team-Level Moderator of Shared Leadership

Andiappan M. Dufour L. (2020). Jealousy at work: A tripartite model. Academy of Management Review, 45(1), 205–229. https://doi.org/10.5465/amr.2016.0299

Chiu C.-Y. C. Nahrgan J. D. Bartram A. Wang J. Tesluk P. E. (2021). Leading the team but feeling dissatisfied: Investigating informal leaders’ energetic activation and work satisfaction and the supporting role of formal leadership. Journal of Organizational Behavior, 42(4), 527–550. https://doi.org/10.1002/job.2511

Choudhury A. Maupin C. K. (2025). To share or not to share: Centering individual perspectives in shared leadership. Group & Organization Management, 50(2), 546–573. https://doi.org/10.1177/10596011241312253

Duffy M. K. Scott K. L. Shaw J. D. Tepper B. J. Aquino K. (2012). A social context model of envy and social undermining. Academy of Management Journal, 55(3), 643–666. https://doi.org/10.5465/amj.2009.0804

Edmondson A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

Espedido A. Searle B. J. (2021). Proactivity, stress appraisals, and problem-solving: A cross-level moderated mediation model. Work & Stress, 35(2), 132–152. https://doi.org/10.1080/02678373.2020.1767723

Evans K. Sanner B. Chiu C.-Y. (2021). Shared leadership, unshared burdens: How shared leadership structure schema lowers individual enjoyment without increasing performance. Group & Organization Management, 46(6), 1027–1072. https://doi.org/10.1177/1059601121997225

Güntner A. V. Klasmeier K. N. Schleu J. E. Nieberle K. W. (2025). A commentary on Choudhury and Maupin (2025): Revisiting the downsides of shared leadership from a multilevel and resource-oriented perspective. Group & Organization Management. https://doi.org/10.1177/10596011251337521

Kelley R. E. (2008). Rethinking followership. In Riggio R. Chaleff I. Lipman-Blumen J. (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 5–16). Jossey-Bass.

Liu M. Gu Q. (2024). Does shared leadership always have positive effects on employee creativity? A role conflict perspective. Journal of Leadership & Organizational Studies, 31(4), 420–432. https://doi.org/10.1177/15480518241287644

Oc B. Chintakananda K. Bashshur M. R. Day D. V. (2023). The study of followers in leadership research: A systematic and critical review. The Leadership Quarterly, 34(1), Article 101674. https://doi.org/10.1016/j.leaqua.2022.101674

Schein E. H. Bennis W. G. (1965). Personal and organizational change through group methods: The laboratory approach. Wiley.

Uhl-Bien M. Riggio R. E. Lowe K. B. Carsten M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83–104. https://doi.org/10.1016/j.leaqua.2013.11.007

van Kippenberg D. Pearce C. L. van Ginkel W. P. (2025). Shared leadership-vertical leadership dynamics in teams. Organizational Psychology Review, 15(1), 44–67. https://doi.org/10.1177/20413866241292341

Wang H. Peng Q. (2022). Is shared leadership really as perfect as we thought? Positive and negative outcomes of shared leadership on employee creativity. Journal of Creative Behavior, 56(3), 328–343. https://doi.org/10.1002/jocb.532

Wilhelm H. Richter A. W. Semrau T. (2019). Employee learning from failure: A team-as-resource perspective. Organization Science, 30(4), 694–714. https://doi.org/10.1287/orsc.2018.1255

Zhang C. Nahrgang J. D. Ashford S. J. DeRue D. S. (2020). The risky side of leadership: Conceptualizing risk perceptions in informal leadership and investigating the effects of their over-time changes in teams. Organization Science, 31(5), 1138–1158. https://doi.org/10.1287/orsc.2019.1350

Zhu J. Liao Z. Yam K. C. Johnson R. E. (2018). Shared leadership: A state‐of‐the‐art review and future research agenda. Journal of Organizational Behavior, 39(7), 834–852. https://doi.org/10.1002/job.2296

Ziegert J. C. Dust S. B. (2021). Integrating formal and shared leadership: The moderating influence of role ambiguity on innovation. Journal of Business and Psychology, 36(6), 969–984. https://doi.org/10.1007/s10869-020-09722-3