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Abstract

Purpose: This study investigates the influence of shared leadership on team-level psychological ownership and examines its subsequent effect on team innovative behavior among employees in the higher education sector. It also explores the moderating role of psychological safety in these relationships. Design/methodology/approach: This research is grounded in social exchange theory. Data were collected from academic and administrative staff across multiple higher education institutions using standardized measurement scales. Structural equation modeling (SEM) was used to analyze the hypothesized relationships. Findings: The results of the study revealed that shared leadership significantly predict the Team level psychological ownership, similarly Team level psychological ownership influence the team innovative behavior, further the significant moderation role of psychological safety has been reported. Originality/value: This study contributes to the limited empirical research on shared leadership and team dynamics in the higher education sector. It highlights the critical role of psychological safety in leveraging the benefits of shared leadership for promoting innovation, offering theoretical and practical implications for academic institutions navigating complex and competitive environments.