Prior research on software development teams has predominantly centered on traditional leadership styles, which is more unidirectional emphasizing authority and power. However, these teams necessitate the sharing of knowledge among members and the utilization of diverse expertise. The authors contend that teams embracing shared leadership, which is more dynamic and decentralized will enable members to comprehend the potential, capabilities, and knowledge of their peers, thereby influencing the performance of software development teams. Additionally, the paper suggests that task complexity may moderate the relationship between shared leadership and the performance of software development teams.