In distinction to the common image of the exceptional, individualistic entrepreneur establishing enterprises, entrepreneurial teams frequently build new ventures. These complex teams require some structuring, including leadership structuring. Using 144 Chinese entrepreneurial teams as a sample, this research investigates the dispositional antecedents that facilitate development of shared leadership and the performance consequence of this leadership model. The results show that select Big Five personality mean scores and diversity scores predict shared leadership and that shared leadership is positively related to entrepreneurial team performance. These findings advance the understanding of shared leadership in entrepreneurial teams and provide practical implications regarding entrepreneurial team structuring.