طراحي الگوي رهبري اشتراكي در شركت‌هاي دانش‌بنيان

purpose of this research is to design a shared leadership model in knowledge-based enterprise. This research is practical in terms of purpose an‎d a mixed method has been used. First, in the qualitative part, the Grounded theory approach was used to formulate the model of effective an‎d affected factors of shared leadership. In this section, the field of research was university professors an‎d managers of knowledge-based enterprises (with at least 5 years of experience in the market) an‎d the theoretical sampling method was used to selec‎t the sample. Finally, 15 people were interviewed in a semi-structured way an‎d the obtained data reached theoretical saturation. The validity of the model was eva‎luated an‎d confirmed by the interviewees an‎d using the relative coefficient of content validity of 62%. To analyze the data, the systematic method of Strauss an‎d Corbin was used in three stages (open, axial an‎d selec‎tive coding) with the help of Atlas.ti software. The results of this section indicated that three categories of predictive factors include individual characteristics of team members (power distance, forward-looking personality, self-leadership, introversion an‎d openness to experience), organizational characteristics (organizational ambidexterity, organic structure, support strategy of external coach). an‎d trans-organizational characteristics (power distance, institutional collectivism an‎d learning-centered) are effective on strategies (team maturity, team capability, team flexibility) shared leadership (transformationism, interactionism common purpose, social support an‎d giving voice to silence) an‎d the development of leadership within Knowledge-based teams lead to some positive individual, team, an‎d organizational outcomes (including overall member satisfaction, team cohesion, perceived organizational support, an‎d disruptive work behaviors). Also, in this regard, some contextual factors (supportive cultural system, supportive training an‎d development system, supportive payment an‎d reward system, interconnectedness of tasks an‎d complexity of tasks) an‎d intervention factors (relational commitment of members, personalized power orientation, narcissism an‎d Machiavellianism) are also identified an‎d then it was approved. Based on this, judgment propositions an‎d strategic hypotheses were formulated for testing in the quantitative part of the research. The statistical population of the quantitative part includes specialists an‎d experts active in knowledge-based teams in various fields. In line with the objectives of the research, a researcherʹs questionnaire with 125 items was developed based on the designed research model. It was used to eva‎luate the validity of the questionnaire from the point of view of human resources professors, an‎d after receiving feedback, suggested amendments were made. After estimating the sample size in structural equation modeling, the questionnaire was distributed among the statistical sample using stratified ran‎dom method an‎d 491 valid data were collected. In order to analyze the data, structural equation modeling was used with the help of Smart PLS software. The results showed that causal conditions (with an influence coefficient of 0.45) an‎d contextual factors (with an influence coefficient of 0.37) had a positive an‎d significant effect on shared leadership. The results also showed that the intervening conditions (with an impact factor of 0.19) had a positive an‎d significant effect on shared leadership, an‎d the main phenomenon (shared leadership) (with an impact factor of 0.85) had a positive an‎d significant effect on strategies, an‎d leadership Collaborative strategies with an impact factor of 0.95 has the consequences of shared leadership.

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