Shared leadership, when implemented effectively in an agile organisation, can lead to greater team member participation, collaboration, and innovation. However, sustaining this change is difficult when transitioning from a hierarchical approach to agile ways of working.

To address these challenges, the thesis proposes using design interventions grounded in the Integrated Behaviour Change model. The goal was to design a support system for shared leadership by focusing on factors that influence individual and team behaviors. The co-designed interventions are categorised into:

1. Individual level: Self-reflection exercises that prompt shared leaders to ask key questions at regular intervals and a tool to explore and expand upon one’s current professional role.
2. Team level: Collaborative formats focused on fostering team dynamics, psychological safety and culture of continuous learning.
3. Organisation level: A coalition of voices that support and help drive the transformation forward.

Shared leadership can be a viable option for large-scale organisations, but careful attention must be paid to developing the necessary conditions for its success. By changing the interactions within a system and by fostering the necessary conditions for its emergence, organisations can reap the benefits of shared leadership and create a more collaborative, responsive and empowering work environment.