Team leadership and coaching

2011 ◽  
pp. 335-363
Author(s):  
Paolo Guenzi
Keyword(s):  
2005 ◽  
Author(s):  
Michaela C. Schippers ◽  
Deanne N. Den Hartog ◽  
Paul Koopman ◽  
Daan Van Knippenberg
Keyword(s):  

2009 ◽  
Author(s):  
Pat Wellington ◽  
Niall Foster
Keyword(s):  

Author(s):  
S. V. Petrov

This article is devoted to the study of the relationship, mutual influence of team building and team leadership established by the author of the article, the competencies of leaders in the field of team building, leadership styles, including with regard to the process of forming and maintaining teams, are established that the process of creating an effective team is an integral part of the leader’s daily activities.


2020 ◽  
Vol 1 (100) ◽  
pp. 42-49
Author(s):  
A.M. Pysarenko ◽  

The article anylyses the theoretical and methodological basis for the study of the problem of team leadership in the student environment: the importance of team formation in the student environment, the essence of the concept of "leadership", the psychological components of effective team leadership. Team leadership is seen as the ability of a leader to gain authority in one’s group, thereby gaining the primary right to make group decisions, as well as to recognize the strengths of others and delegate task management functions to others. Also, command leadership is seen as a process of allocating authoritative personalities in a group and facilitating them to develop leadership qualities of other members of the group, which leads to the emergence of coordinated teamwork. It is noted that tactics of the leader’s influence on the group can determine the effectiveness of team leadership. His typical actions, internal psychological features, ability to update the desired features in a specific situation. The authors consider the internal psychological features of students, which determine the command style of leadership, as follows: flexibility, originality, critical thinking, orientation to solving problems in difficult situations; desire for cooperation, diplomacy, ability to manage and resolve conflicts, organizational skills, communication skills; striving for self-development and self-improvement. The essence of the empirical study of the psychological components of effective team leadership in a student environment is highlighted.


BJS Open ◽  
2021 ◽  
Vol 5 (Supplement_1) ◽  
Author(s):  
Alex Tebbett ◽  
Ian Purcell ◽  
Shereen Watton ◽  
Rathinavel Shanmugham ◽  
Alexandra Tebbett

Abstract Introduction During Covid-19 many staff members were redeployed to the Intensive Care Unit (ICU) with little opportunity to train in the new skills they would require. One such skill was the transfer of a critically ill, and contagious, patient from ICU; a risky and complicated procedure which requires planning, preparation, risk assessment, situational awareness and, ideally, experience. To assist our colleagues in this skill an existing ICU transfer course has been adapted to cover the Covid-19 situation, or any similar contagious pandemic, in patient transfer. Methods An in-situ simulation method was chosen as the most realistic method of immersing our participants into the environment of ICU and to highlight real-life complexities and issues they may face. A multidisciplinary training session was devised so that novice anaesthetists, ACCPs and nurses could learn together, reflective of the usual team. Human factors such as communication, team leadership, task management and situational awareness are the focus of the post-simulation debrief, and human factors sheets have been created to guide the participants in analysing these skills. Pre- and post-simulation confidence, knowledge and attitudes will be assessed using validated appraisal tools and questionnaires to gather both quantitative and qualitative data about the experience. Discussion Multidisciplinary training is often difficult to arrange, due to the different requirements, processes, and procedures each department demands. A hidden blessing of Covid-19 is the realisation that this barrier can be broken, for the benefit of our patients and colleagues alike, and training sessions like this implemented.


2001 ◽  
Vol 18 (2) ◽  
pp. 114-123 ◽  
Author(s):  
Patrick W. Corrigan ◽  
Sarah Lickey Diwan ◽  
Stanley G. McCracken ◽  
Kelvin Oliver ◽  
Annette Backs ◽  
...  

AbstractIn an attempt to facilitate the dissemination and regular implementation of behaviour treatments in real-world settings, research has examined staff attitudes that may pose barriers to these treatments. The purpose of the study reported in this paper is to examine the construct validity of perceived organisational barriers to behavioural programs. One hundred and eighteen staff working in community-based treatment programs for adults and children with severe mental illness completed the Barriers to the Implementation of Behavior Therapy Test. An analysis from a previous study (Corrigan, Kwartarini, & Pramana, 1992) identified two reliable and valid factors that suggested perceived organisational barriers: institutional constraints and insufficient collegial support. Results of a confirmatory factor analysis on data from this study supported the earlier factor structure. Research participants also completed team functioning measures of individual staff burnout, collegial network satisfaction, organisational culture, and team leadership. Attitudes about institutional constraints and insufficient collegial support were found to be associated with burnout, collegial network satisfaction, and organisational culture. Strategies for disseminating behavioural programs must target organisational barriers too.


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