The present study examined the antecedent conditions necessary for shared leadership to develop in teams and enhance team effectiveness. An overview of the research on traditional leadership, shared leadership, and team personality composition examined the evidence in support of using team agreeableness, conscientiousness, and openness to experience to predict shared leadership in teams. The study sample consisted of manufacturing employees at an appliance manufacturing plant. It was proposed that team agreeableness, conscientiousness, and openness to experience would significantly predict shared empowering leadership in teams, which subsequently would predict team effectiveness. Results of multiple regression revealed no significant relationships between team agreeableness and openness to experience with shared empowering leadership or team effectiveness. Team conscientiousness was significantly negatively related to team effectiveness, which was in the opposite direction from that hypothesized. Team conscientiousness was not significantly related with shared empowering leadership. Implications, major limitations, and suggestions for future research are discussed.
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