The influence of shared leadership and team performance in Dubai public transport organization

This study aims to develop a comprehensive understanding of employees_ perceptions of the relationship between shared leadership dimensions and their influence on organizational commitment and team performance. Additionally, it investigates the relationship and influence of organizational commitment on team performance within Dubai_s public transport organization. A quantitative research approach was employed, utilizing a structured survey questionnaire to collect and analyze data from 285 employees. The findings indicate that shared leadership, organizational commitment, and team performance exhibit high mean values at 4.21, 4.05, and 4.16 respectively. Pearson correlation analysis reveals that shared leadership has a moderately significant positive relationship with organizational commitment (r = .482, p < 0.05), a strong positive correlation with team performance (r = 0.701, p < 0.05), and a moderate positive correlation between organizational commitment and team performance (r = .452, p < 0.05).Furthermore, regression analysis confirms that shared leadership significantly influences organizational commitment, explaining 59.7% of its variance (R_ = 0.597). Additionally, shared leadership accounts for 49.7% of the variation in team performance (R_ = 0.497). Moreover, organizational commitment explains 40.1% of the variation in team performance (R_ = 0.401). In conclusion, the study demonstrates that shared leadership is practiced at a high level and has a significant impact on both organizational commitment and team performance. The implication of study suggests that shared leadership encourages higher levels of commitment and performance, ultimately contributing to greater organizational efficiency and effectiveness._