In recent years the concept of shared leadership has begun to receive notable attention. Prior research has proven that teams with a shared leadership structure tend to outperform those with a traditional vertical leadership structure. However, there is a dearth of research on the factors which may influence the relationship between shared leadership and team performance. This paper expands this debate by providing insight into moderating factors and aspects to be considered on assembling teams for shared leadership in order to facilitate team effectiveness. An analysis based on a systematic literature review was undertaken, addressing what potential moderating factors affect the relationship between shared leadership and team performance. The search strategy identified 15,000 studies, of which 9 papers were selected for further inquiry. We found that when there are multiple team members collaborating and working towards shared goals the team's overall performance improves. Shared leadership typology, personality composition and complexity of work are moderator factors that positively affect the relationship between shared leadership and team performance. On the other hand, the team type and the method used were found to not have a significant effect on project results. (C) 2018 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Selection and peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise Information Systems / ProjMAN - International Conference on Project MANagement / HCist - International Conference on Health and Social Care Information Systems and Technologies.