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This study examined the effect of shared leadership on an individual's job performance. In particular, the moderating effect of collectivism was regarded as a contextual factor. The results showed that shared leadership had a positive impact on an individual's job performance. Also it has been shown that the relationship between shared leadership and an individual's job performance was moderated by the individual's collectivist tendency. In order words, the stronger the tendency of individuals to collectivism, the stronger the relationship between shared leadership and an individual's job performance. To date, most studies have found that shared leadership has positive effect on team efficacy and team potential, and team performance. However, there is a lack of research into the effect of the individual level effectiveness. This study addressed that shared leadership has a positive impact on the effectiveness of individual level as well as team level. This suggests that shared leadership studies can be extended to the individual level effectiveness. Another implication is that the effectiveness of shared leadership can be moderated by individual value orientation. This study found that when members of the team have a collectivism tendency, the effectiveness of shared leadership further strengthened when prioritizing common goals by temporarily or continuously sacrificing or yielding their own interests. In group with stronger collectivism, trust and interdependence among members These results contributes to expanding the knowledge of existing studies of shared leadership. Existing studies has shown that the effectiveness of shared leadership increases as the tasks required such as creative problem solving of the members are highly dependent on their work. However, the results of this study are significant in that it has supported not only the nature of the task but also the individual's value orientation as a contextual factor. This study has practical implications as well as theoretical implications. One is that horizontal leadership promotes a sense of common goal. The more they approach problems in various ways, the more they help not only achieve their own goals but also shared goals. The requirements charged to individuals in an organization needs to clearly present specific guidance on the responsibilities and roles shared by groups or teams, as well as the individual's ones. In addition, organizations need to make efforts to inform members that individual efforts to achieve common goals can be helpful in personal job performance due to knowledge, information, experience, and know-how acquired through the interaction of the process of trying to gain common goals. Thus, because an individual's social, psychological and cognitive resources are not infinite, individuals need to allocate their resources appropriately to achieve their common and individual goals. Managers need to redesign tasks that contribute common and individual job requirements. In particular, members of the New Millennical generation are more individualistic compared to the older generation. This is the result of the social, institutional and technical environment experience by individuals. They have a strong sense of solidarity with society or the world that extends beyond the boundaries of organization. They are simultaneously inclined to address their common goals through a new type of connection, depending on the individual's values, ideology or preferences. Although it was supported that shared leadership has a positive impact on an individual's job performance, and that collectivism among the members can strengthen the relationship between shared leadership and job performance, there are several limitations. In this line, this study also presents some agenda for future studies.