<![CDATA[Main Objectives: Objectives: Identifying how shared leadership is formed and its impact on performance, particularly in relation to the performance of Village-Owned Enterprises (BUMDes) as unique organizations. Background Problems: Previous research is considered incomplete, as many additional factors likely influence shared leadership, the elements shared, and their benefits. Novelty: This study addresses this gap by providing diverse and comprehensive findings across various locations, with a specific focus on Village-Owned Enterprises (BUMDes). Research Methods: We used a qualitative approach by interviewing 12 informants from BUMDes and their affiliated companies. We ensured data validity, reliability, and credibility through triangulation before further analysis. We used leadership theory and inductive analysis to determine first-level categories, second-level themes, and third-level theoretical dimensions. Finding/Results: This study develops an inductively derived process model showing that shared leadership in village-owned enterprises emerges through the interaction of individual readiness, team readiness, and organizational support. Shared leadership is realized not only through formal authority but also through collaborative decision-making, shared coordination, and collective learning, which collectively strengthen team effectiveness, organizational performance, and financial performance. Conclusion: This study identified significant potential in shared leadership, bringing new insights into its consequences and highlighting its benefits for village-owned organizations.]]>
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