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To tackle the accelerating societal polycrises, contemporary planning has to deal with increasingly complex questions, which defy sectorial and scalar boundaries. Therefore, a need for integrated planning has emerged and shared leadership logic has gained popularity in municipal planning organizations. Still, their potential mismatches have remained unacknowledged. Exploring experiences from everyday practice, this research provides theory guided analysis on how shared leadership is not automatically in line with integrative aims, but its interpretation and operationalization should move from individually-focused selective self-organization in the operational sphere towards collective sensemaking in the tactical sphere to support adequate overall awareness and shared understanding. [ABSTRACT FROM AUTHOR]